The wheel of history has come to this day, and it is no longer a new concept for enterprises to implement comprehensive information management. In many industries, the implementation of ERP (Enterprise Resource Planning) strategy is just as much as people need to eat and sleep. The author once talked to a Taiwanese friend about this topic. He said: In Taiwan, many factory owners have started the ERP import plan while building the factory. For them, ERP is the same as the plant equipment.
With the formation of the group management pattern, many dealers have begun to try to implement the ERP strategy in recent years. However, contrary to expectations, there are few cases of special success. However, many grassroots employees who have implemented ERP dealers complained bitterly. Why are the ERP suppliers in the manufacturing industry rushing to the auto circulation industry?
Although it has become the world's largest auto market, the entire auto industry is still in a state of rapid development and change. For many dealers, management is still in the stage of innovation in the basic model. In this case, ERP as an “outsider†It is difficult for a business to meet customer needs, and naturally it is impossible to provide a forward-looking rationalization solution.
The supplier cannot make constructive comments, what about the dealer itself? Due to the development of the industry, the current dealers are born out of auto trading companies or repair shops. They are experts who are proficient in professional skills, but they are difficult to formalize management talents. In the process of ERP system development, they can't understand the transformational role of importing ERP into management, and it is difficult to come up with the right requirements.
Due to the lack of a common language, nature can't collide with the spark of wisdom. Therefore, the weak function of the product and the poor implementation effect are naturally reasonable. In addition to the "human" factor, there are two industry characteristics that cannot be avoided:
First of all, as a manufacturer's outlets, dealers often need to use the system provided by the manufacturer, and the operating system provided by the manufacturer emphasizes “manufacturer controlâ€. The system plays the role of “factory acquisition tool†and rarely considers distribution. Business management needs. However, when the dealers implement the ERP strategy in order to meet their own needs, they must not face the two operating systems. Because of the increase in the workload of the grassroots personnel, it is very natural to be confronted by the grassroots. This will undoubtedly increase the ERP. The difficulty of implementation.
Secondly, the dealer's business characteristics are flexible, and the work of grassroots personnel is difficult to quantify as accurately as the production line. Therefore, whether it can support grassroots personnel to carry out work, whether the operation is convenient or not is a key factor in evaluating the dealer ERP system. Since the current ERP providers are used to manufacturing companies, the necessary thinking adjustments have not been made during development, and the position of dealer decision makers is more “monitoringâ€. Therefore, the grassroots function is not strong, and the unfriendly operation is a common problem of the current dealer ERP, and it is naturally difficult to have a good implementation effect.
With the expansion of the dealer group, the implementation of the ERP strategy is the general trend. At present, the whole industry is calling for more professional ERP products and services. It should be rooted in the most advanced industry management concepts, with a more friendly interface, more powerful business support functions, more professional implementation advice and after-sales service.
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