The possible risk factors during SAP Business One implementation were studied with depth interview. The results are then adjusted by experts. 20 categories of risk factors that are totally 49 factors were found. Based...The possible risk factors during SAP Business One implementation were studied with depth interview. The results are then adjusted by experts. 20 categories of risk factors that are totally 49 factors were found. Based on the risk factors during the SAP Business One implementation, questionnaire was used to study the key risk factors of SAP Business One implementation. Results illustrate ten key risk factors, these are risk of senior managers leadership, risk of project management, risk of process improvement, risk of implementation team organization, risk of process analysis, risk of based data, risk of personnel coordination, risk of change management, risk of secondary development, and risk of data import. Focus on the key risks of SAP Business One implementation, the interpretative structural modeling approach is used to study the relationship between these factors and establish a seven-level hierarchical structure. The study illustrates that the structure is olive-like, in which the risk of data import is on the top, and the risk of senior managers is on the bottom. They are the most important risk factors.展开更多
在企业ERP系统导入方面,目前存在两种观点:一种观点主张拿来主义,即全盘接受ERP系统所提供的标准管理范式;另外一种观点与之相反,认为应该改变ERP系统结构以适应企业现有手工作业流程。但在现实中,这两种做法会使企业陷入“模拟手工作...在企业ERP系统导入方面,目前存在两种观点:一种观点主张拿来主义,即全盘接受ERP系统所提供的标准管理范式;另外一种观点与之相反,认为应该改变ERP系统结构以适应企业现有手工作业流程。但在现实中,这两种做法会使企业陷入“模拟手工作业”或者“被动适应系统”的困境。为此,本文提出了新的解决思路:实施ERP以企业战略为逻辑起点,通过运用企业流程再造(business process reengineering,BPR)的思想方法,调整企业的组织与文化,在此基础上对关键业务流程进行重组,从而构建与战略、组织、文化、流程相匹配的ERP系统。展开更多
文摘The possible risk factors during SAP Business One implementation were studied with depth interview. The results are then adjusted by experts. 20 categories of risk factors that are totally 49 factors were found. Based on the risk factors during the SAP Business One implementation, questionnaire was used to study the key risk factors of SAP Business One implementation. Results illustrate ten key risk factors, these are risk of senior managers leadership, risk of project management, risk of process improvement, risk of implementation team organization, risk of process analysis, risk of based data, risk of personnel coordination, risk of change management, risk of secondary development, and risk of data import. Focus on the key risks of SAP Business One implementation, the interpretative structural modeling approach is used to study the relationship between these factors and establish a seven-level hierarchical structure. The study illustrates that the structure is olive-like, in which the risk of data import is on the top, and the risk of senior managers is on the bottom. They are the most important risk factors.
文摘在企业ERP系统导入方面,目前存在两种观点:一种观点主张拿来主义,即全盘接受ERP系统所提供的标准管理范式;另外一种观点与之相反,认为应该改变ERP系统结构以适应企业现有手工作业流程。但在现实中,这两种做法会使企业陷入“模拟手工作业”或者“被动适应系统”的困境。为此,本文提出了新的解决思路:实施ERP以企业战略为逻辑起点,通过运用企业流程再造(business process reengineering,BPR)的思想方法,调整企业的组织与文化,在此基础上对关键业务流程进行重组,从而构建与战略、组织、文化、流程相匹配的ERP系统。
