How to get through the transition period of ERP launch

Where is the critical point of enterprise e-cost?
Question: I now want to make a commercial software, and the customer base is locked to small and medium customers. In the small and medium-sized customers, how much is the general turnover or when other conditions are met? (asked by: cqhydz)

Answer: Enterprises, no matter how big or small, have the demand for information technology. If you target mature small and medium-sized customers, it is recommended that the target market be companies with annual sales of more than 10 million yuan and profits of more than 10%.

Generally, the psychological price of software purchased by such a company is basically 5%-10% of the company's profit. For example, a company with an annual sales of 100 million yuan, if the profit is 10 million yuan, then the annual informatization purchasing power of this company is 500,000-1,000,000.

How to get through the initial stage of ERP system operation?
Question: In the early stage of ERP system operation, there is a situation that the current business is not connected with the system. How to solve this problem? (Asked by: BD666)

Answer: The main reason for this situation is that the system is not fully prepared for going online. The ERP implementation process is not well controlled.

First of all, before the ERP goes live, it is very important to know which business processes will change due to the implementation of the software. This is what has been said all along "BPR first and then ERP". Before the implementation of ERP, the process of the enterprise should be sorted out first. The sorting process follows two ideas, one is the idea of software implementation, and the other is the idea of management improvement. Once the process is sorted out, the company has recognized this new process of human-computer interaction, and it has become a prepared company. There will be no period of green and yellow.

Secondly, because the software design considers the most common functions, it is difficult to comprehensively consider the individuality of each enterprise. The personalized implementation of general-purpose software has always been a problem that plagues enterprises. The implementation of ERP software is a very rigorous process. From the initial process matching, to the implementation of sub-modules, to the final launch and so on. An essential part of this is the trial run. Before the official launch, there must be this trial run link. Generally speaking, it is a period of time when the computer environment and the manual environment coexist. Through the trial operation, an effective buffer can be achieved before the formal switching between the software environment and the manual environment, thereby reducing the risk of system implementation failure.

How are leadership and process issues addressed?
Problem: The company's management is chaotic, the process is unclear, and some leaders and employees have basically never used a computer before joining the company. The company's network is divided into several independent small networks, each of which has an Internet outlet. Many people in the company think that the last software was informatized. If this task is handed over to a middle and low-level manager, it must be approved by leaders who do not understand IT in the third or fourth layers. How should he promote informatization? (asked by: *potato*)

Answer: Your question may contain two factors.

First, the decision maker of software purchase and implementation. Generally speaking, ERP is a top-level project, and the in-depth understanding of the project by senior managers will directly affect the success or failure of the successful implementation of the project. If the senior leaders of the enterprise have a deep understanding of informatization, they can easily promote the progress of the entire project and complete the e-transformation of the entire enterprise. On the contrary, if the senior leaders of the enterprise do not have a deep understanding of informatization, the person in charge of informatization in the enterprise becomes the promoter of the project, which will make the project enter a vicious circle, either without choosing the right software at all, or choosing the right software. cannot be implemented.

The key to solving this problem is to increase the awareness of the project among the senior leaders of the enterprise. This requires a process. You can start with training, invite more information experts in the society, hold several lectures, invite senior personnel of the enterprise to participate, and gradually strengthen the publicity work. You can also ask some software manufacturers to do some software simulations according to the actual situation of the enterprise, and show the effect to the senior managers. In this way, senior managers can gradually come to this track.

Second, how to introduce information systems for companies with unclear processes. It's a big and terribly wrong thing for a business to buy software at a stage where the process is unclear. Before choosing software, do process sorting. Process sorting will effectively optimize the process from the perspective of corporate strategic development. When the business process of the enterprise is clear, it can choose to purchase and implement a mature software system.

How to create a team learning atmosphere?
Question: We operate a B2B e-commerce website. Due to the nature of the work, the employees of the website operation department are like production workers on the assembly line, very mechanical and numb. As an Internet company, if the company wants to develop and the team wants to develop, employees must improve and innovate. How to create a team learning atmosphere? How to cultivate the team's sense of innovation? (asked by: Zhishengdiku)

Answer: The creation of a learning atmosphere and the cultivation of innovative awareness have nothing to do with the type of business you run. Even in the most traditional industries, enterprises should continue to improve their awareness of innovation. We can consider from the following aspects.

1. Establish a team learning mechanism. The learning atmosphere is constructed by the company in the management mechanism. For example: the establishment of corporate innovation awards, the company's encouragement of innovative articles, the launch of a quarterly study of a book, and so on.

2. Establish a learning team. The company can establish a number of learning organizations according to the nature of the work, and carry out the innovation of the work content and the innovation of the company's development ideas.

3. Establish a company-wide knowledge sharing mechanism. Establish a knowledge management system and establish a knowledge management framework according to different positions in the department. Accumulate personal knowledge to form the company's knowledge management system. On the basis of knowledge management information system, explicit knowledge and tacit knowledge will gradually become the knowledge innovation system required by the development of enterprises.

How to design a group marketing information system?
Question: Our company is preparing to implement a marketing information system. The group now has multiple production sites, which are distributed in different regions with a large span, and each is sold independently. The group is considering integrating the marketing team and unifying the group marketing. It wants to effectively integrate through the information system. Does the expert have any good suggestions? (asked by: welcomewhx)

Answer: This is a very good idea. But it must be very difficult to implement. In many Chinese enterprises, having marketing power is equivalent to having a lot of room for operation. Many departments attach great importance to this power. If they want to integrate the marketing system and collect all kinds of sales power at once, it is difficult to implement. Many companies have also implemented this policy, resulting in a sharp decline in sales, and sales elites have left. Like Setia Group is the most typical example.

How to solve this problem? I think the overall design should be implemented step by step. For example, first establish the internal bank's financial power to gradually unify sales, then unify the finished product logistics distribution power in the sales process, and finally gradually unify the sales business power. Of course, this process must be supported by a set of computer information systems to ensure the completion of the entire unified marketing.

How to formalize purchasing management?
Question: Our company is a Hong Kong-funded enterprise, which has self-developed products and products processed by other companies. Because the company has no process, there are many problems in cooperation between various departments, the most important being the unclear division of labor and unclear responsibilities. Excuse me, in such a company, how can we guide procurement on the right track? How can we manage this part of the procurement? (Asked by: Fymay)

Answer: To establish an effective centralized procurement process and an effective procurement information platform.

According to your introduction, your products have independent research and development and external commissioned processing. First of all, it is necessary to classify and manage products, and implement different management methods for these two products. Next, a unified procurement platform should be established. When making procurement plans, the unified master production plan of these two types of products should be decomposed to generate procurement requirements, thereby forming a unified procurement platform. Then, according to the different BOM structures of the product, different procurement strategies should be analyzed for different purchased parts. Finally, a unified procurement management platform for the company is formed.

This article is organized by Samantha Zhang.