Differentiated Implementation Of Clothing ERP

It has not yet reached the maturity of the distribution module, which has led to the formation of a software company's awareness that the characteristics and specialties of their software are distribution management and analysis, and that they are not so good at managing other aspects of the clothing company, which has led most software implementation consultants into such a misunderstanding. Their software is only better than the distribution link, and other aspects should be carefully involved. Therefore, in the implementation process, different enterprises are adopting the same method of implementation, most of which are only the number of software modules on the line. At present, in the field of domestic apparel information management software, most of the software is characterized by distribution management, and other modules and data statistical analysis are still in the process of exploration and deepening.

Do they have to implement the same system in the same way?

The author believes that this method of implementation has great drawbacks and limitations, which greatly restricts the creation of software in the use of enterprises, and also hinders the realization of the value of software. In order to solve this problem, first of all, we must clearly understand how information helps enterprises to enhance their value, and the value of enterprises and profits mainly rely on their core businesses and core competitiveness.

Where is the core competitiveness (where) software enterprises want to enhance their core competitiveness through information technology, first of all, we need to understand the core competitiveness of their customers.

In this era of fierce competition, it is undoubtedly a good way for enterprises to find their own survival and development space and take differentiated operation routes.

對服裝企業來說，要走差異化道路，首先的表現是在運營模式上，不同企業結合自己的現狀，選擇適合自己的經營模式，一般來說，服裝企業的運營模式主要可歸納為三大類，即供產銷一體化企業、營銷型企業、虛擬性企業，這三類不同的企業運營模式適合不同規模和不同運營結構的企業，也突顯了三種核心競爭力的方向，企業選擇供產銷一體化經營，一般來說，該企業的供產銷各個環節的技術和資金都有一定的準備，靠自己力量來整合運營環節，提高產業鏈的反應速度，減少OEM企業對企業自身的約束和制約，但是對這類企業來說，如果要靠信息化提高其運營效率，對信息化的投入會比較大，因此，為了減少風險，企業也要考慮信息化環節的先后順序，如先讓生產環節信息化，還是先讓分銷環節信息化，或者其他，這也要弄清企業中最具競爭力的是什么環節，而后

Give priority to the implementation of information management.

What is more important is to determine what links it emphasizes?

What is the link of its core competitiveness?

The next step is to integrate software and use information management platform and resources to achieve the goal of enhancing its core competitiveness.

Which priority should be given to information technology?

We should ensure that enterprises will give priority to the most advantageous resources and ensure the priority value of core competitiveness.

How to implement differential implementation (HOW) has found the core competitiveness of enterprises, and has found the differences among different enterprises.

The author believes that the implementation of differentiation should include at least two aspects: first, differentiation of implementation modules; and two, differentiation of implementation contents.

The implementation of module differentiation implementation module differentiation is the most basic link of differentiated implementation. This link is the selection of the most needed and critical system modules for the client enterprises. It aims to enhance the core competitiveness of enterprises by using information technology and enhance the core value of enterprises. However, some enterprises are particularly rich in funds, and all the management modules needed for production and marketing are available at the same time. This is also acceptable, but in general, few enterprises can achieve such funds power, or at the very first time, they can pay such manpower, material resources and financial resources. Therefore, the implementation of module differentiation strategy is of great value.

The implementation of content differentiation is the core link of differentiated implementation. It refers to combining the operation mode characteristics of different enterprises and combining their core competitiveness business, formulating an implementation plan that can better exert their superior resources and create greater operational value, and break the current situation of adopting the same implementation content for different operation modes.

For example, for a virtual enterprise based on "product design, research and development" as the core competitiveness, the implementation of ERP should first consider how to use information management to better serve the design management. Many implementing consultants may raise doubts that management software is difficult to meet the design requirements.