| In an era of information, enterprises expect to consolidate internal information and limited resources by the support of Enterprise Resource Planning(ERP)system, in order to survive and adapt to the fierce competition in the market. However, the lack of research of various key factors that influence ERP leads to a blindness of importing it, or even causing matching problems with emprises. The purpose of this thesis is to study how to avoid such phenomena.As for the content and methods, this thesis mainly discusses critical factors that bring about successful importing ERP project by tire company A, from the perspective of this project's leader. First, the project's key factors are analyzed and concluded from experts' interviews as well as references to articles and books. Then, AHP is adopted when valuing each key success factor. Finally, project management, especially about controlling and conducting progress, costs, quality management and other key factors is elaborated.After research, the main conclusions of this thesis is, among all the key factors that influence enterprises' introduction of ERP, organizational factor plays the most significant role, followed by progress management and technology factor, and finally the consultant factor. Senior executives' support, correct and real-time system data, and effective communication come first. Therefore, to bring in ERP, an enterprise must get the support of senior executives. At the meantime, it must actively ensure system data's correctness and integration. Project team ought to take these two sides as their ultimate goal in importing work of ERP.This study hopes to solve the problem that most companies face when they import ERP, that is, how to balance ERP system and their original business process to meet a true harmony. Moreover, the rank of all the key factors and corresponding countermeasures may provide reference to some extent for other enterprises' ERP introduction procedure. |
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