Si Jie S3ERP Footwear Industry Application Solutions

Implementation suggestion of shoe material industry ERP

The implementation of ERP system is a complex system engineering, involving all functional departments and management personnel at various levels, and it is very likely that we need to change or partially change the current management process of our enterprises and the habits we have been developing for a long time.

The difficulty of successful implementation is imaginable.

According to relevant statistics, in the enterprises that have implemented ERP, the real success is only about 25%, and about 75% of the enterprises can only say that they have successfully implemented some modules, or even failed completely.

Although there are many reasons for it, it is doubtless a warning for the enterprises that we are going to implement ERP.

So, is our enterprise not needing ERP system?

The answer is, of course, No.

In the process of implementing the shoemaking ERP system for a long time, Si Jie software summarized and analyzed some experiences, and attempted to standardize the operation process of ERP system in shoemaking enterprises, hoping to help enterprises to successfully implement ERP system.

preparation in advance

As a project implementation, we must have adequate organizational preparation, mental preparation, detailed planning and careful arrangements.

Only in this way can the ERP system succeed.

Mind preparation

Thinking often determines the course of action, and in fact determines the outcome of action.

The implementation of the ERP system is also the case. Whether it can be successfully implemented in the enterprise depends largely on the motivation of the senior executives to implement the ERP system, the understanding of ERP, the expectation of ERP, and the understanding of the current situation of enterprise management.

Therefore, before implementing the ERP system, enterprises, especially senior management, should be clear in their thinking:

(1) what is the motive of implementing ERP system?

Is it from internal demand or external pressure?

Is it our strategic plan for future development, or is it our psychological comparison?

That is, others have been implemented, so I have to implement.

(2) what is ERP?

What do I expect from ERP?

To this problem, many owners or senior management often misunderstand that ERP is the computerization of our manual statistical homework.

But in fact, the essence of ERP should be to standardize our management, standardize our operation process, and make all resources of enterprises more efficient and efficient.

(3) what is the evaluation of the present situation of enterprise management?

Is it acceptable or ready to change some of the current business processes and systems?

Generally speaking, many managers of a company often indulge in the current management performance. Most of the workers in the enterprise tend to have a fixed pattern, that is, how I do it now.

So are managers, especially top management, determined to change that?

Organization preparation

As the implementation of ERP system is a complex system engineering, involving all functional departments and management personnel at all levels, it is not enough to rely solely on the efforts of ERP companies and enterprise information centers.

Therefore, the establishment of a strong and cross sectoral ERP implementation organization is also a guarantee for the successful implementation of ERP.

The following is the organizational plan for the implementation of ERP system:

(1) set up the leading group of enterprise ERP project, which is solely responsible for the on-line plan, departmental coordination and operation performance appraisal of ERP system, and decides the operation process and system modification of ERP system.

The project leading group recommends that the head of enterprise power and responsibility be appointed as the team leader, the ERP provider project manager shall serve as the Deputy group leader, the information center director general director, and the heads of each department shall be its members.

The director general is responsible for the convening of the project leading group meeting and the coordination of various departments' system implementation.

(2) set up an enterprise ERP project implementation team, and ERP suppliers shall be responsible for the implementation of ERP system, training and training of personnel at all levels, routine maintenance and data entry checking.

Members of the ERP implementation group are mainly composed of Information Center staff, Department assistants or senior staff members.

Financial preparation

ERP system is a huge network information management system. Therefore, whether it is the system itself or its running platform, enterprises need to invest more.

In terms of the ERP software itself, foreign well-known ERP software, such as SAP, ORACLE, etc., are usually in the millions or even tens of millions of RMB, and the real ERP software in China is hundreds of thousands or millions.

Moreover, ERP software is run by computer network system. Therefore, hardware investment is also a huge number.

Therefore, before we formally implement ERP, we should make full preparations for our financial resources.

Information preparation

The smooth operation of ERP system depends on a large number of correct basic data.

Take shoes factory as an example, these basic materials include material information, shoe type data, shoe type location information, shoe type location material data, etc. Therefore, before we formally implement the ERP system, we should collect, sort, standardize and code the basic data needed by ERP system, which can be carried out smoothly when ERP is formally implemented.

Implementation of ERP system

ERP system modules are numerous and closely related. The implementation of ERP system should be carried out in a planned, phased and step-by-step manner in the form of project management.

The operation process and explanation of the ERP system implemented by shoemaking enterprises are as follows.

Job flow instructions

(1) type selection of ERP

The selection of ERP is the first step in the implementation of ERP system.

When choosing ERP, we must select professional and industrial ERP. The selected companies do not necessarily need to be famous, but they must have good credit records and rich industry experience.

In addition, we should pay special attention to whether the company has undisputed intellectual property rights for its ERP products.

Therefore, when choosing the ERP system, we should clearly understand:

Can all ERP systems be suitable for various industries and suitable for various types of enterprises?

The answer is negative, because each industry has its own characteristics, which is not suitable for any ERP system at the same time.

Take shoe factory as an example, in the shoe factory operation, the management of SIZE is very important to the factory: the order quantity is SIZE, and our outsole purchase also needs to be carried out according to the order SIZE. The order production operation needs to be traced to each SIZE, and the inventory operation may also require the inventory of each SIZE.

Therefore, when choosing ERP, we need to know specifically whether the selected ERP is industry-specific and whether there are successful cases in the same industry.

It is advisable to go to the enterprises that have successfully implemented the ERP system in order to understand!

Good service will still face great risks.

To put it plainly, the IT industry is actually a service industry. If the ERP system providers do not provide a complete consultancy service, they may still not be able to use ERP well.

The relevant laws and regulations clearly stipulate that the use of products suspected of infringement will also be liable.

Therefore, it is necessary to examine the software copyright registration certificate of ERP in particular.

There is no question of alleged infringement of intellectual property rights.

(2) creating atmosphere

Unified understanding before we are ready to implement the ERP system, we should create an atmosphere of change in the enterprise, and carry out education and training of managers and operators at all levels, so that they can clearly know what ERP is, why the company needs to implement ERP, how our homework is done after ERP implementation, and so on, so as to unify the understanding of ERP at all levels.

At the same time, we should draw up relevant management and operation system for the implementation of ERP system to ensure the smooth implementation of the system.

(3) system commissioning

After the ERP selection is confirmed, we do not need to start the formal implementation of the system right away. Rather, we should first understand clearly the difference between the operation process of the ERP system and the actual operation of the plant, the difference between the current functions of the ERP system and our needs, and so on.

These are not the system demonstrations of ERP company. They need to be tested in real cases.

Therefore, the trial operation of the system is also one of the keys to the successful implementation of the ERP system.

I suggest that before the formal implementation of the ERP system, a smaller network running environment will be established. The senior staff of various departments will conduct systematic trial run to identify the differences, and check the stability, speed and safety of the system at the same time.

At this stage, the coding schemes of various basic data should be developed in detail, such as material coding scheme, location coding scheme, Department coding scheme, order encoding scheme, etc., which will be discussed and confirmed, so that it can be carried out faster when formally implemented.

(4) review and confirmation of demand differences

No ERP system can be exactly the same as the actual operation of the factory, even if the specialized and industrial ERP system is the same, it may only be the size of the difference.

And any factory may have its own particularly successful management methods and methods. Therefore, the difference between ERP system and the operation of enterprises should be normal.

The key is to conduct a comprehensive and objective review of the differences between the ERP system and the current operation of the plant after the commissioning of the system, analyze the causes and determine the solutions.

In this exercise, the senior executives and heads of departments should be directly involved in the discussion, so as to conduct a comprehensive review of the current business processes and systems of the enterprises, and decide on the way to solve them, that is, to modify the ERP system or to modify the operation process or work habits of our factory.

(5) system revision and system modification

After the determination of the demand difference, as the implementation plant, the system revision and process adjustment should be carried out immediately.

For ERP company, it is the revision of system operation.

At this stage, we do not stop all the implementation work. Instead, we should use this time to establish a comprehensive basic data file and further strengthen the training and training of managers at all levels.

(6) the formal implementation of the system.

After the revision of the enterprise system and the revision of ERP company's system, the management modules of the ERP system can be fully implemented.

Of course, in the formal implementation process, we can not achieve overnight, but should be carried out according to plan and step by step.

First, we will establish all the information about products in the current and future 3 months, including materials, products (shoes), product BOM, order information, etc.

Only complete, comprehensive and correct basic information can ensure the smooth operation of the follow-up system.

The basic material of the basic information is to be set up by ERP implementation team members.

The BOM data, order information, manufacturer's data and so on should be established by the relevant departments.

The implementation of the ERP system's logistics part is mainly the implementation of procurement (including material processing), warehouses and other systems.

As a shoe-making enterprise of OEM, because its material procurement is basically based on orders, and many materials are imported from abroad, there are also some suppliers.