Study On The Business Process Reengineering Of FAWER Based On ERP

The paper has systematically discussed and studied on applying BPR (Business Process Reengineering) during ERP (Enterprise Resource Planning) implementation.Firstly, with the examples in specific enterprise, it analyzes and introduces the change of modern enterprise competitive environment, and the challenges & oportunities we are facing for the enterprise management mode. It puts forward the important significance of BPR (Business Process Reengineering) in the ERP system implementation process for promoting enterprise management level, and improving the competitiveness of enterprises.Secondly, it introduces the background, concept, principles, core ideas, and its implementation process of Business Process Reengineering (BPR in brief) and Enterprise Resource Planning system. Based on these theories and the ideas of scientific Planning & implementation step by step, we design the ERP system solutions and put forward the system structre of overall plan for the information system in FAWER Automotive Parts Company Ltd. At the meantime, under the premise of actual situation in the enterprise, it puts forward the content & solutions of Business Process Reengineering.Finally, it summarize the content and the achievements of this research, and it puts forward suggestions for future development of FAWER Automotive Parts Company Ltd.Chapter One: Introduction. It mainly introduces the background of topic selection for this paper; main content, targets, purposes and the significance of this research.Chapter Two: Relevant Theoretical Principles for this Paper.Firstly, it introduces the basic theories of the concept & meaning of ERP (Enterprise Resource Planning), and its development histroy.Then, it introduces the basic theories of the BPR (Business Process Reengineering BPR) concept, BPR background, sicnificance and priciples.Finally it introduces the relations between BPR, ERP and information technology. It proves that the BPR application and ERP application are mutual conditions of success for each other. It also discusses the ideas that the implementation of BPR and ERP system should be connected.Chapter Three: Operation Status Analysis for FAWER Automotive Parts Company Ltd. This chapter analyzes the current status and future development trend of domestic parts business. Then, it introduces the company profile of FAWER Automotive Parts Company Ltd, and points out the currently existing issues in the enterprise management.Chapter Four: Status analysis for Applying ERP system in FAWER. This chapter presents the history of enterprise informatization in FAWER, and the current status of implementing information system. Finally, it summarize the years of practical experience in informationazation at FAWER, that is, the process of implementing ERP must keep pace with BPR application.Chapter Five: Process Reengineering Design Based on ERP at FAWER. This chapter analyzes FAWER's understanding of group control and idea that the means of informationaztion is required by group control, that is, by information system at group level,it can be realized that the group manages core resources and strategy of subsidiary companies.With the opportunities of FAWER Parts Industry Garden in construction and implementing ERP at FAW group, many recources are needed to be integrated when five factories are entering the Garden at same time.Firstly, according to the strategy of urgent first, we designed the coding process reengineering based on ERP, including the coding for materials, suppliers, customers and subjects. In this way, one material only has one corresponding code at fully-owned companies of FAWER, so that the stock resources of the company has been made clear, and that solid theoretical basis has been provided for rational distribution of stock funds, centralized procurement, and reducing procurement costs etc.After completing the contruction of FAWER Parts Industry Garden, FAWER company has established an internal logistics center to be responsible for the following business of five factories, such as production material stock, incoming materials, materials distribution in according to the electronic kanban, and the customer delivery in according to the delivery plans of the branches, etc.Due to the huge amount of work for incoming materials and the reason that manual work causes more troubles and errors, accordingly, we have applied bar code scanning techniques for both of FAWER and the suppliers. At the meantime, there are also some business links with the third-party logistics companies. Therefore, we did the following process reengineering design based on ERP for production materials requisition process, for the sales outbound process, and for the intelligent supply chain, etc.Chapter Six: Implementation and Evaluation of Process Reengineering Based on ERP. This chapter introduces the organization and implementation of BPR at FAWER, and the problems occured during the process, and finally it describes the process reengineering effect and evaluation.Chapter 7:Outlook for BPR and ERP. This chapter describes BPR is a never-ending process. Same as quality improvement, BPR should be constantly improved in PDCA cycle (Plan Do Check Action) throughout the ERP implementation. Meanwhile it emphasizes that the successful implementation of BPR and ERP cannot be only relied on their own enterprise resources. In this way, it can not effectively participate in the market competition. The relevant parties in the business process such as suppliers and customers should be consided in a close supply chain. Only in this way, the company can effectively arrange the production, supply and marketing activities, quickly and efficiently satisfy production and operation requirements with all market resources of the whole society in order to further improve efficiency, and to obtain the competitive advantage in the market.