ERP项目推进与变革资源管理

Reform Management in the Process of ERP Implementation

ERP是企业资源管理的e化,ERP项目的推进本质上也是变革和重塑企业资源管理的过程。国内企业实施ERP失败的比例居高不下,其原因与对ERP这一本质认识不清及资源管理的辅助工作不够密切相关。在回顾ERP成功实施的相关研究和案例、综合前人研究成果的基础上,把ERP的实施看作企业变革资源管理的过程,认为ERP实施过程中的资源管理变革由变革主体、变革内容、变革方式、变革阻力4个要件构成,阐明ERP实施的基本原则、流程,确定相应的组织安排,并从组织优化和人员调整的组织资源管理方面提出措施建议。

ERP is electronization of enterprise resource management and ERP project promotion is also a process of changing and remodeling enterprise resource management. The reasons of a high-rate failure to implement ERP in domestic enterprises can be attributed to an unclear understanding of the nature of ERP and auxiliary work being not enough. This article reviews related researches and cases about successful implementation of ERP, synthesizes prede- cessors＇ studies, and considers the implementation of ERP as the process of the enterprise changing resource manage- ment. This article holds that reform of resource management in the ERP implementation process consists of four key elements made of reform subjects, contents, patterns and resistances, explains the basic principles and process of ERP implementation and advances corresponding resources organization and arrangement, and brings out corresponding measures of organization optimization and personnel adjustment.