ERP implementation and based on the BPR (Business Process Reengineering) is a combination of management consulting
BPR is the first in 1990 by former U.S. MIT professor Michael Jade at the "Reengineering Work: Don't Automate, But Obliterate" a paper presented; was Michale Jade CEO of Sord published in 1993 a "corporate restructuring : Enterprise Manifesto for Business Revolution. " Since then, BPR as a new management thinking, just like a wave swept across the United States and other industrialized countries, and much swept the world trend.

According to Jade's definition, "BPR is the enterprise business processes (Process) for fundamental (Fundamental) to re-think and thoroughness (Radical) to re-design to gain in terms of cost, quality, service and speed of performance, etc. The dramatic (Dramatic) improvement. "In this definition, the "fundamental" and "totally sex" and "dramatic" and "process" should be concerned about the four core content.

Jade and so on of the BPR, with particular emphasis on the business process "full and complete" reform of the radical proposition, which requires companies to abandon the existing processes, in a blank state, business process re-design. But by the mid-and late 90s, the fanatical doctrine recycling activities in practice frequently encounter setbacks, its failure rate as high as about 75%, indicating: trying to fully abandon the traditional theory, to find out a new or innovative management theory is not reality, and therefore we believe that: abandoning the early re-propagated by radical ideas to promote BPR in the traditional management theory based on innovation, and to find a more realistic management and sustainable change in ideology. According to the status quo of India's enterprises can not be defined in accordance with the original Jade to understand and implement BPR strategies; can not simply focus on the transformation of enterprise business processes, but also more widely noted enterprise management philosophy, organizational structure, management systems, etc. transformation, namely, the transformation of enterprise management mode, which is based on the BPR management consulting.

BPR-based management consulting and ERP implementation on the surface seems to be nothing related to two things, management consulting concern of corporate governance theory and ideology, while the ERP were concerned about the technical means of achieving early implementation of the ERP or MRPII when not conducted management consulting. Two from a different direction to promote the enterprise's management level upgrade, with the ultimate result is the development of two closely integrated, compared with the promotion.

Management consulting can choose not to use ERP system implementation, but in the usual management consulting projects, information systems as an important tool played a catalytic role; in management consulting in the implementation process, regardless of the application of information systems is generally difficult to achieve expectations for management performance improvement targets. Especially in the market economy, competition is intense, fast-changing market information, today, to improve the ability to quickly respond to customers to achieve flexible manufacturing of modern production management mode, without the support of ERP systems is impossible.

ERP implementation process is inseparable from management consulting to pave the way, not to management consulting, not by conducting Business Process Reengineering, it is difficult to achieve in the core of ERP management thinking, early high failure rate of ERP implementation are all fully illustrated: the implementation of ERP is not to manage consultation, not a company's business processes and optimize management and restructuring, it will only repeat the tragedy of the black hole fall into the IT.

On the other hand, the implementation of ERP process itself is also a business process reengineering process, for example, can be seen from the following figure, an enterprise in the implementation of ERP system, production planning processes that occurred before and after the fundamental change.

From the above examples, we can conclude that the implementation of ERP itself combines the theory of business process reengineering, in which, based on business process reengineering, management consulting and ERP implementation with a certain degree of inevitability of integration.