Research On The ERP Implementation Strategy Of Manufacturing Enterprise

After decades of steady development, manufacturing industry in China hasbecome a vital pillar industry of our national economy. However, with the impact ofthe environment at home and abroad in recent years, as well as the limitation of laborshortage, rising cost, policy constraints and some other factors, the productionmanagement and internal management of manufacturing enterprises in our countryhave been severely tested. The method of increasing productivity and profit under thecurrent condition of the enterprise is pursued by many companies. Informationtechnology is an important indicator of the development of modern society, and now ithas been a trend of the development of enterprise management to integrate it intoenterprise management. Especially in recent years, ERP has been gradually acceptedas a means of promoting enterprise information construction. For manufacturingcompanies, the advanced ERP management system is an indispensable component inthe process of its information construction. With the support of the ERP systemmodules, sales, production, logistics, information and funds of the enterprise can beintegrated in management to realize the optimization of resource distribution.The paper expounds the development direction, the challenge and the necessity ofimplementing ERP of manufacturing enterprises mainly by analyzing the currentsituation of the manufacturing enterprises at home and abroad implementing ERP.Taking K enterprise as an example, I analyze the industry competition situation of Kenterprise by SWOT and understand the requirements of K enterprise implementingERP, then establish an evaluation model. The results of implementation are measuredby analytic hierarchy process. Finally, combined with the status of manufacturingenterprises, the common problems which exist in the ERP implementation process aresummarized, for example, inaccurate data, unresponsive information, lack of basicsupport in ERP management, lack of systematic and targeted training, unstablemaintenance management team during ERP is working, etc., and correspondent advice have been made, like improvement of basic data, emphasis on people, technology andintegrated management in the enterprise, efficient combination of Chinese and westernmanagement culture and the integration of it into enterprise, establishment of stablemanagement and maintenance personnel, balance between the relationship between thecertification management system and ERP in enterprise. I hope that these advice couldprovide thought and direction for manufacturing enterprises when they carry out ERP.