Analysis Of How Smes Choose ERP Standards And Matters Needing Attention

Small and medium-sized enterprises (SMEs) are the most dynamic and important force in China's national economy.

For small and medium-sized enterprises in China, they are faced with problems such as lack of funds, small scale, single business, low staff quality, and non-standard management system.

In the face of complex and changeable business environment, more and more small and medium-sized enterprises begin to seek information technology to help themselves enhance their market competitiveness, and hope to make use of advanced management software to rationalize production resources and improve management level and efficiency.

After the growth of small and medium-sized enterprises, the original management mode will no longer adapt to changes in the internal and external environment of enterprises. Enterprises urgently need to standardize management by means of information technology. The implementation of ERP is naturally an indispensable part.

However, small and medium-sized enterprises have their own stubborn diseases and characteristics from the day of their birth. How to carry out ERP against these stubborn diseases and characteristics, to take fewer wrong roads, to spend less money and to increase the success rate is a concern for every SME owner.

ERP application is a systematic comprehensive project. It includes the stages of demonstration, selection, system implementation, system acceptance, and two development. Among them, ERP selection is the beginning and the difficulty.

Type selection determines the direction of the whole ERP project, and the selection process is like the helmsman of a long voyage ship. If the rudder fingers are in the wrong direction, then driving at full capacity can only go farther and farther away from the right direction.

How to choose is a difficult problem for SMEs.

It is a criterion for small and medium-sized enterprises to choose only the right ones instead of the expensive ones.

"Informatization drives industrialization and industrialization promotes informatization". The state has understood the strategy of taking a new road to industrialization, and the informatization of small and medium-sized enterprises has received unprecedented attention.

However, the practice of SMEs information shows that hundreds of millions of information investment does not seem to bring people's expected benefits.

There are still some misunderstandings in the process of informationization of small and medium-sized enterprises. The emergence of "information black hole" and "information project are seeking death, not waiting for death" have always plagued the successful implementation of informatization in small and medium-sized enterprises.

For this reason, the author summarizes that when choosing ERP for small and medium enterprises, the following contents can be used as reference: ERP, ERP.

ERP project is essentially a management project, rather than a pure IT project. Its introduction and implementation will involve all aspects of enterprise management. It is necessary to integrate the existing management mode, business process, operation mode and work habits of the enterprise to improve the management level and efficiency of the enterprise as the main line of continuous improvement.

Therefore, before the ERP project is selected, enterprises must make a clear and accurate positioning of the ERP project.

A correct positioning can play a very strong guiding role in project selection and implementation, and directly affect the effectiveness of ERP projects.

According to two: ERP on-line time must be clear.

At the beginning of the selection, enterprises should investigate their own situation and understand the scale, personnel quality, management mode, and information base of the enterprise, so as to clarify the information needs.

Small and medium-sized enterprises have some commonalities. For example, the management foundation is weak, business processes and organizational structure also need to be perfected continuously. The development strategy of enterprises may be adjusted continuously with the market changes; capital input is limited, and there are relatively few channels to integrate funds; there is no relatively standard business process; the information base is weak, less funds invested in information construction, and less experienced information construction personnel.

In addition, different enterprises have their own different characteristics. When analyzing the current situation, they must be clear about these characteristics and excavate their own needs different from others, and take these as an important basis to determine whether the ERP project is launched and determine the system type and service life.

According to three: the development plan of the enterprise is the basis of selection.

Small and medium-sized enterprises generally pay more attention to the current needs of enterprises, such as some urgent improvement problems and the urgent need to improve efficiency.

This is not a problem in itself. However, a large number of enterprises ignore the long-term demand and possible problems in the future. That is to say, there is no overall consideration for their own information construction, where there are holes and where to fill.

In this way, it may soon see benefits, and only pay a relatively small cost, but it left behind a hidden danger for the future informatization construction.

In the future, it may be that more and more systems are used by enterprises, resulting in more and more miscellaneous data, resulting in incomplete data sharing and repeated system construction.

According to four: the choice of service providers.

Choosing a small and medium service provider who focuses on a particular industry is actually focusing on the professional service team behind it. In this team, it includes management consulting experts, software and hardware engineering technicians, etc., who can help users select, analyze, implement, and even develop two times from a professional point of view.

Therefore, choosing small and medium service providers with industry background can meet the actual business needs of enterprises and save ERP project costs.

According to the five: ERP project implementation budget is the key to finish on time.

Determining the budget range is the basis for determining the breadth of selection.

Due to the relatively small number of channels for SMEs to integrate into capital, it is necessary to pay attention to determine the budgetary framework of ERP projects according to their own financial status and ERP system service life, so as to ensure smooth progress of projects.

In addition to the actual purchase of software and the cost of implementing consultants, ERP projects also need to take into account a lot of human resources related costs, such as the user's guarantee of project involvement time, overtime and other expenses, which will cause great pressure on the overall budgetary cost of the company under normal operation conditions. Therefore, these mobile costs must be considered in the project budget.

Adequate budget is the key to ensure the timely completion of ERP projects.

According to six, the communication between departments must be adequate.

Before selection, discussion and confirmation must be carried out in the middle and upper level of the enterprise.

Communication is very important. For small and medium-sized enterprises, most middle and high level members are members of a family. They are very concerned about the amount, time and rate of return of large investments. Without everyone's consensus and participation, it will easily lead to a single selection price, which will lose the significance of investing in ERP projects.

Another important point of selection communication is to choose ERP products and enterprise applicability. There must be good docking. ERP products must be suitable for enterprise management processes and management needs when applied to enterprises. Quite a part of the existing software is not suitable for the needs of small and medium-sized enterprises, which requires reengineering of processes. For which management processes need to be adjusted and rebuilt, there is a need to fully communicate with the management before the selection and get consensus. Then discuss with the service providers for product upgrading or two development.

According to seven: the establishment of evaluation criteria is necessary.

The function of software products, that is, whether the products can meet the actual business needs of the enterprises and meet that extent, are there any specific solutions for some special needs?

Generally speaking, there are three evaluation indicators for software products: first, software product maturity analysis and understanding.

The maturity of software products can be viewed from the history of the development of suppliers, the number of customers owned in the industry and the type of customers.

It is best to use the existing business data of the company to test the demo version of the supplier, and visit the supplier's previous customers to find out the background, foundation, process, problems encountered and the current operation, applicability and stability.

These data are integrated as criteria for product maturity.

Second, the humanization degree of software products is analyzed and understood.

The humanization procedure of software product mainly refers to the friendliness and operability of the interface.

Such as windows operation, graphical function interface (graphical business process, query system, etc.), integration with desktop main application systems (such as integration with Office system), simple interface and menu function design, intuitive and simple interface operation, consistent with existing system operation habits, no need to increase additional learning cost of software.

Third, software product scalability analysis and understanding.

The extensibility of software products is mainly reflected in two aspects: first, integration with other software systems, based on the existing solutions, enterprises can easily expand to e-commerce, office automation, customer relationship management, supply chain management and other systems, and all these solutions are seamless integration.

Second, the two development of the system can improve the function of the existing system in the process of project implementation and operation, and whether it can provide stable and reliable two development capability is one of the key factors for the maturity of software products.