ERP系统实施与公司业绩增长之关系——基于中国上市公司数据的实证分析

本文研究ERP系统实施与公司业绩增长之关系。针对2003年披露相关信息的上市公司的描述统计发现,实施了ERP系统的公司之ROS、ROI、ROE、ROA业绩指标,都优于未实施ERP系统的公司的业绩指标。进一步通过单边的均值检验发现,实施了ERP系统的公司业绩指标ROA、ROI和ATO都显著变好。对于样本进一步分类检验,发现实施了ERP系统的小规模公司业绩好于未实施ERP系统的小规模公司,大规模公司则不然。同时也发现,实施了ERP系统的非制造类企业的业绩提升略优于未实施ERP系统的非制造业类企业,实施ERP系统制造类企业相对于未实施ERP系统的制造类企业业绩的提升不是很明显。这一研究对加强现实中人们对ERP的认识以及对实际操作的企业具有一定的启示意义。     

ERP系统的实施与代理成本——基于中国ERP导入期的证据

截止到2006年,我国企业基本完成了从认识ERP到导入ERP的过程.通过ERP系统的实施,越来越多的与企业运营相关的信息,如财务信息、物流信息等都通过ERP进行处理和优化,这样不但可以减少管理层与普通员工之间的代理成本,也可以降低股东计量、控制管理层行为的监督成本,进而进一步优化代理成本.基于此,本文研究了导入期ERP系统的实施对于我国上市公司代理成本的影响.研究结果表明,实施了ERP系统的公司,其代理成本显著降低;但是,实施了ERP系统的国有控股公司,其代理成本没有发生显著变化.     

ERP系统在中国企业实施的关键成功要素

本文定性研究关键成功因素法(CSF)与ERP系统在中国企业实施的相互联系,该研究主要采用多案例研究方法,数据通过对4个组织进行问卷调查获得。5个命题是基于现有文献中归纳的确定因素提出的,并且这些命题已经在其他案例研究中得到了证实。本研究旨在探讨,以往的学术研究中得到认同的关键成功因素法,在中国企业实施ERP系统的情况下,是否值得慎重考虑。研究结果表明,在实施ERP系统的情况下,培训的质量和数量,高层管理的支持和参与以及供应商的支持,这3个因素十分重要并且是中国企业的实际考核因素。     

ERP系统研究进展

有关ERP(Enterprise Resource Planning)系统的研究文献近年来增长很快,本文对国内外ERP系统的研究文献进行了全面的梳理,以反映这一领域的研究状况及未来发展趋势。本文将ERP系统的研究分成6类:ERP实施;ERP优化;通过ERP来管理;ERP软件;用于供应链管理的ERP;案例研究。本文认为:ERP的研究仍是一个增长中的领域,但是已经达到了一定的成熟度。未来研究的热点包括:项目后实施阶段研究;ERP系统定制研究;ERP实施的社会学研究;ERP与其他系统的协同能力研究;ERP实施的投资回报研究等。     

中小型企业实施ERP中的关键问题及对策研究

对于中小企业在实施ERP中的关键问题,本文从企业战略、业务流程、组织结构、内部团队等4个方面展开论述:企业“一把手”需要从战略层次上认识企业实施ERP;实施ERP需要以业务流程为基础、以流程优化为前提;实施ERP会改变企业的组织结构;由企业自己主导ERP的实施。最后,针对ERP实施中的关键问题,本文给出了相应的对策。     

一种ERP风险分析与控制方法——企业资源计划风险分析及关键控制点法

对ERP项目实施过程中的风险进行分析与控制,是确保ERP项目实施成功的关键.本文比较了现有的ERP风险评估方法;并将HACCP的基本思想和方法移植到ERP实施的风险分析和控制当中,提出"企业资源计划风险分析及关键控制点法(ERACCP)",用于ERP实施中的风险分析和风险控制;阐述了该方法的工作原理和基本步骤,介绍了应用案例,对企业在实施ERP过程中应用ERACCP方法组织实施的具体步骤进行了解释.实例证明.该方法可以有效地发现和控制ERP实施过程中的风险,提高了项目实施的成功率.     

瓶颈突破、行动学习与转型能力——基于三家内向型中小制造企业的转型案例研究

关于内向型中小制造企业如何有效转型,现有文献尚无有力的解释。本文有机融合瓶颈理论、行动学习与转型能力的主要观点,对这一现象和过程进行了系统分析。本文选取三个典型案例,运用扎根理论规范的译码程序对案例进行剖析,构建了内向型中小制造企业转型能力提升路径模型。研究发现,内向型中小制造企业通过制定瓶颈突破方案为行动学习提供了正确的知识输入,行动学习为瓶颈突破方案的实施提供了有力保障,方案制定与行动学习就是不断解决问题与达成目标的过程,转型能力包括认知能力、转移能力与整合能力三个维度,它的提升路径是一个"知行合一"的过程。本文启示在于,内向型中小制造企业的转型战略重在瓶颈突破而不是全面变革、团队共识而不是个人英雄、微转型而不是战略转型。     

GLP企业实施ERP的SWOT分析与应用策略

近年随着越来越多的GLP机构采用计算机系统进行管理,本文利用SWOT分析法阐述了GLP企业使用ERP系统的优势、劣势、机遇与挑战,以实施ICR-GLP-ERP系统为例说明了应用GLP行业专属ERP时候的一些策略,为本土GLP企业架构和快速应用ERP系统提供一些参考。     

试论电子商务环境下ERP的发展和应用

当前对ERP的研究和应用主要是集中于传统企业,随着越来越多的企业把其战略转向电子商务,传统的ERP也将随之发生很大变革。在本篇论文中,我们对电子商务环境下ERP系统的发展和应用进行了初步分析。探讨了如何使新的ERP系统更好地支持电子商务战略。     

浅谈企业应如何成功实施ERP系统

ERP系统是将先进的管理思想用信息化的平台表现出来,它在企业的实施过程不仅仅是信息化改造过程、更重要的是企业管理思想变革的过程.ERP实施困难、成功率低一直是阻碍ERP顺利推广应用的瓶颈,本文在归纳部分学者提出的ERP实施的关键成功因素的基础之上,通过分析我国企业实施ERP存在的问题,最后总结了企业ER实施的关键成功因素,对我国企业实施ERP有一定战略指导意义.     

ERP implementation: An integrated process of radical change and continuous learning

This paper seeks to develop management theory that can be used to increase the likelihood of ERP implementation success. The paper argues and demonstrates that an ERP implementation can be understood as an intended radical change that can be managed to some extent. But during the use of the system, incremental changes are bound to take place, which are unintended and difficult to manage. Using, therefore, and combining positivist and constructivist viewpoints, six different propositions on ERP implementation are developed. The paper reasons that organizations that understand these propositions are more likely to implement and use ERP successfully. The findings of a longitudinal case study of the implementation and use of BaaN in a Danish company support the propositions put forward in the paper.     

Nurturing clients’ trust to encourage engagement success during the customization of ERP systems

Customization is a crucial, lengthy, and costly aspect in the successful implementation of ERP systems, and has, accordingly, become a major specialty of many vendors and consulting companies. This study examines how such companies can increase their clients’ perception of engagement success through increased client trust that is brought about through responsive and dependable customization.Survey data from ERP customization clients show that, as hypothesized, clients’ trust influenced their perception of engagement success with the company. The data also show that clients’ trust in the customization company was increased when the company behaved in accordance with client expectations by being responsive, and decreased when the company behaved in a manner that contradicted these expectations by not being dependable. Responses to an open-ended question addendum attached to the survey corroborated the importance of responsiveness and dependability. Implications for customization companies and research on trust are discussed.     

Reference model for implementing ERP systems: an analytical innovation networks perspective

The process for implementing ERP systems is related with the identification of a large range of variables (organisational goals, business rules, business processes, actors, resources and specifics and unique concepts to support these variables). The main agents related to the implementation are the solution supplier, the customer company and the consulting service. If the implementation process is addressed as an organisational innovation, the question is: How to coordinate the ERP implementation resources from an innovation agents network? In order to answer this question, a reference model is proposed for the formation and management of an innovation agent’s network for ERP implementation. The research method is based on a multi-case study for identifying the requirements and to elaborate the reference model applying a modelling method the Enterprise Knowledge Development (EKD). As results, the reference model in an analytical perspective of innovation networks and their drivers, enables to identify, understand and support the process of implementing ERP systems under the EKD models they are: goals; business rules; business processes; actors and resources; concepts; technical components and requirements.     

基于学习曲线的ERP实施培训时间决策模型

通过分析ERP项目的特点,将学习曲线引入到ERP实施的研究中,基于学习曲线理论刻画企业的工作效率随项目时间变化的规律.在此基础上,将ERP项目抽象为前期的培训和后期的具体实施两个阶段,以项目实施周期和咨询成本最小为目标,建立ERP实施培训时间决策模型,通过培训时间控制并预测ERP项目的整体周期,进一步利用遗传算法对模型进行优化求解.为区分信息化基础不同的企业在项目初期工作效率的差异,在模型中加入初始工作效率这一变量,通过企业的信息化基础水平间接地测算企业的初始工作效率;结合行为导向的实证研究结果,在模型中限定培训时间的取值范围,解决多个近似解之间的取舍问题.案例研究表明,模型在实际应用中可以起到较好的优化和预测效果,能够为企业制定ERP项目计划和投资预算提供决策支持.     

Taxonomy of ERP integrations and performance outcomes: an exploratory study of manufacturing firms

Building and deploying network capabilities of firms are crucial for sustaining competitive advantage. Enterprise resource planning (ERP) systems are useful to enhance such network capabilities thorough effective information flows. Their intended goals are measured in terms of production costs, operational flexibility and supply chain performance outcomes. However, the impact of ERP system implementation on firm performance has been reported as somewhat inconclusive. This study contends that a missing link in the story is the scope and extent of ERP system implementation after investigating how the extent of ERP integration is associated with the performance outcomes of manufacturing firms. The study also posits that restructuring in the organisation and supply chains are positively associated with manufacturing performance. Since ERP often entails restructuring in an organisation and supply chains, it is anticipated that restructuring plays an important role in inducing positive impact of ERP implementation to the firm. Using a global sample of 641 manufacturers, this research identifies four distinct ERP systems integration patterns, epitomised by different extents and directions of integration, and finds a significant association among the broadest degree of ERP systems integration, restructuring and plant performance improvement. The empirical results also show that restructuring takes place most actively in a firm that implement ERP with widest scope and scale.     

Integration of the information systems in the production process: a case study

This paper evaluates the execution of an ERP – enterprise resource planning in a production process. The changes that were made to processes to make them compatible with ERP modules and adaptations that were required by the ERP implementation are presented. The presented study is different from the normal patterns of a vertical implementation, since its application is not direct. In order to use the standard modules of the ERP system, the internal processes were embellished and the data collection steps were integrated into the production process (production orders, inventory, production, daily consumption, daily output). The case study shows that the ERP implementation caused an improvement of the processes in the areas adjacent to production (purchasing, logistics, distribution, supply and sales). In conclusion, this paper presents the main advantages and disadvantages of the ERP system implementation, as well as some considerations and recommendations for the future ERP implementations.     

Reference model for implementing an MRP system in a highly diverse component and seasonal lean production environment

Companies are currently choosing to integrate logics and systems to achieve better solutions. These combinations also include companies striving to join the logic of material requirement planning (MRP) system with the systems of lean production. The purpose of this article was to design an MRP as part of the implementation of an enterprise resource planning (ERP) in a company that produces agricultural implements, which has used the lean production system since 1998. This proposal is based on the innovation theory, theory networks, lean production systems, ERP systems and the hybrid production systems, which use both components and MRP systems, as concepts of lean production systems. The analytical approach of innovation networks enables verification of the links and relationships among the companies and departments of the same corporation. The analysis begins with the MRP implementation project carried out in a Brazilian metallurgical company and follows through the operationalisation of the MRP project, until its production stabilisation. The main point is that the MRP system should help the company's operations with regard to its effective agility to respond in time to demand fluctuations, facilitating the creation process and controlling the branch offices in other countries that use components produced in the matrix, hence ensuring more accurate estimates of stockpiles. Consequently, it presents the enterprise knowledge development organisational modelling methodology in order to represent further models (goals, actors and resources, business rules, business process and concepts) that should be included in this MRP implementation process for the new configuration of the production system.     

面向ERP实施的知识转移体系研究

成功的知识转移是成功实施ERP的有效保障。本文回顾了中外理论界有关ERP实施中知识转移问题的研究成果,指出了目前研究对ERP实施中知识内容、知识转移及其特性的表述的不完整性,并进行了相应的修正。在此基础上,本文重点从四个方面构建了面向ERP实施的知识转移系统的基本框架,并应用该框架,较为深入地探讨了ERP系统实施过程中从选型阶段、安装调试阶段到系统运行阶段的知识转移和控制模式。     

上市公司ERP实施前后绩效变化的实证研究——来自沪市1993-2003年的经验数据

以1993—2003年间实施ERP的92家沪市上市公司为样本企业,利用W ilcoxon秩和检验、Panel分析以及系数约束检验分析比较了公司实施ERP前后的绩效变化.研究结果表明:不能根据单一检验分析方法片面得出实施ERP是否存在信息技术的生产率悖论现象.国内企业实施ERP当年及之后1~2年绩效略有下降,但变化不显著;实施ERP之后第3年多数企业没有起到改善绩效的预期,但少数公司却利用ERP显著改善了公司绩效,少数公司实施ERP存在短期绩效下降现象.指出造成这种结果的主要原因是ERP实施成功率较低,并不是ERP本身存在信息技术的生产率悖论问题.