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20世纪90年代,ERP(企业资源计划)作为一个全新的企业管理系统逐步发展起来,它通过电子计算机和网络信息技术进行工作。ERP系统在我国发展的时间尚短,风险与利益并存,企业在拥有其带来的丰厚经济利益流入的同时,还要承担风险,以便企业管理者及时预见风险、避免风险,使ERP系统实现预期目标。本文就ERP项目实施过程中可能会面临的风险进行深度剖析,并对应对风险遂采取的必要政策及措施进行论述,为更好地阐述观点,在此我们借用某公司实施ERP项目的例子。
In the 1990s, ERP (Enterprise Resource Planning) evolved as a completely new enterprise management system, working through computer and web-based information technologies. ERP system in our country is still short of development time, risks and interests coexist, enterprises have brought their rich economic benefits inflow, but also bear the risk so that business managers in a timely manner to anticipate risks and avoid risks so that the ERP system to achieve the expected aims. In this paper, ERP project implementation process may be the depth of risk analysis and risk response to the necessary policies and measures to be discussed, in order to better explain the point of view, here we borrow a company to implement the ERP project example.