| The backwardness in the management instruments of China's petrochemical enterprises is becoming increasingly conspicuous in the competition with international advanced chemical enterprises as China accessed to WTO. Several enterprises began to introduce advanced management software as MRP, MRP II and ERP. More and more enterprises have begun to lay emphasis upon the implementation of sophisticated ERP management software. However, the implementation overall failed to produce the desired effects, and fewer than half of enterprises were successful in the implementation. In some enterprises, the implementations were hindered halfway by funding or costs; in some companies, they turned out to be a mere formality after a few years of operation and the ERP failed to entirely play its due role. All the above illustrates that there are considerable risks in the implementation. It is necessary for us to identify, analyze, and assess the risks in the ERP implementation process and finally formulate appropriate control strategies to keep risks within the controllable limits, guarantee the successful ERP implementation and the follow-up operation to enable the effectiveness of ERP management to operate more effectively.Concerning the petrochemical enterprises'ERP project implementation process, this paper conducts a comprehensive systematic analysis and discussion on the risks in all stages of the implementation, and proposes corresponding solutions. The basic research idea is identification -assessment-analysis-control. The specific method is to expatiate the background and significance, methods of analysis and assessment, as well as ways and measures of control risk by six chapters on the base of systematic research and multi-disciplinary analysis and the collection and analyses of domestic and foreign research results and ERP implementation data of Qilu Petrochemistry, and finally, to achieve effective integration of theory and practice on the base of the empirical case studies of Qilu Petrochemistry' -s ERP project; this paper further clarifies the risk control strategies for the ERP implementation in petrochemical enterprisesStudies have shown that, when petrochemical enterprises implement ERP projects, there are both the risks of ERP projects, such as the external environment risk, consulting risk, project control risk, human resources risk, etc., but also the risks arising from the special characteristics of petrochemical industry, such as the risk of special demands for ERP software due to the specificity of production methods; to address these risks, in the implementation of the ERP project, petrochemical enterprises should definitude their own trades property, well plan the objective and scope of ERP information construction, make efforts in project demands analysis, which will become the base of software and consulting vendor selection; in the implementation process, petrochemical enterprises should give priority to restrict the "bottleneck" process modules in the enterprises development to maximize the benefits on the conditions of limited funds; meanwhile, to analyze and streamline present business processes, to conduct process reengineering if necessary in order to adapt to the requirements of new management software; senior leadership should pay great attention on it and weaken the risks caused by changes in management concept, organizational structure and business process reengineering through training and publicity; via organizing implementation team, the sound assessment and incentive mechanisms should be established to strengthen personnel management and evade the risk of human resources; system construction should be strengthened after the launch of the system to ensure the normal operation within the system and guarantee system to run steady via creating new sound regulations and systems. |
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