The company has taken several steps to allow all the processes involved in internal and external stakeholders to follow the same yardstick, and co-operation with the value. Through the network seminars, written and on-site briefing by such means as education, sub-contractors and employees say the vote sent to the wrong address was omitted from the invoice as well as the order number will delay the process and payment. Only in the central processing unit receiving the correct invoice number order, the line with this "clean condition", payment will begin the clock timer.
Only by addressing the issue of personnel and processes, ERP platform, the power can be more driven by the value. For example, the audit found that handlers have to wait for invoice (and the corresponding order) all of the content to acknowledge receipt before processing, this has resulted in 16% of the payment delay. To solve this problem, developed by the order-driven applications to automatically send e-mail to remind those responsible for the acknowledgment of people.
Correctly the 3P, the process the average turnaround time reduced by half, the ratio of timely payment invoice from one third to four-fifths. Put an end to rush to send the invoice payment errors can be projected annual net savings of two million dollars.
Developed before the implementation of ERP checklist
In short, the lessons learned during the implementation of ERP is not to want to eat into a fat one. Should be the beginning so that the right resources on the correct arrangement. The implementation of ERP ago, spend more time to seriously think about the process of implementation of the core issues. Enterprises should not be too much emphasis on early completion of the construction of the entire enterprise platform and associated, while the need to focus on how to ensure a perfect coordination between the various components of ERP, ERP platform, and how to resolve outstanding practical problems.
Prior to the implementation of ERP, business process steps should be thinking, the progress and speed may be as a digital distribution network, or what type of change in the nature of change, there will be what kind of unexpected results? How to reduce or to use such changes to achieve maximum efficiency? How to improve the platform's influence within the enterprise in order to attract key user groups? How do users know that a unified format, using the current value of the information and standardized yardstick for measuring the importance of process performance? If they do not use these tools, how do you let them bear the responsibility? Or they use these tools and how to reward them? A good ERP system design should be used for real data and activities of the flow simulation model building. Because, if the system on-line after any unexpected problems, you can not afford such a responsibility. Therefore, the key user base - after progressively expand into different functional departments, national and vertical - for Beta testing is very important. Similarly, the implementation is in line with expectations, including the expected behavior and results of real-time monitoring is also very important.
Rational design of ERP applications that let you easily raise and answer the question: "The resources of the enterprise to control what purpose - we have control over whether the 3P such a purpose?" In order to perfectly achieve this objective, non - goal itself should be adjusted, but rather on the company's global scale and resource control to adjust. |
