Why is the most popular ERP like a monster in Chin

2022-08-02
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Why ERP is like a monster in China

13 years ago, when the Gartner Group of the United States defined ERP as an information management system in theory, no one thought that it would cause such a great response in the world that thousands of enterprises and people used it to beat it repeatedly; No one expected that this noun composed of three simple English letters would cause so much controversy in the professional and public fields

since the first large-scale bombing of ERP concept in China around 1998, the concept debate inside and outside the circle has never stopped. However, looking back at the origin of ERP concept and the current development trend, we have to face up to these two problems

on the one hand, Gartner Group was originally based on the definition extended from the manufacturing industry, which is quite different from various ERP systems in the actual application field; On the other hand, the power we call "magic road" in the market constantly distorts the true meaning of ERP wantonly. In fact, ERP is an information system

The English literal translation of ERP "enterprise resource planning" is also a problem that causes trouble. In particular, the word "resource" is actually confusing for beginners

what are enterprise resources

human, material, information and time are all enterprise resources. Since they are enterprise resource plans, can your ERP system manage these enterprise resources as planned? The kite catches up with the Emperor ǖ The information resources of the enterprise are the objects that can be directly adjusted by the ERP management system in the summary of the project. Although the adjustment of information resources will affect or indirectly adjust other resources such as human and material resources, ERP cannot directly manage human and material resources. And the concept of "plan" is not accurate

"enterprise resource planning" is actually related to the development history of ERP. As we all know, ERP is developed on the basis of two information systems: MRP in the mid-1960s and MRP II in the early 1980s. It is the next generation of MRP II? From RP Ⅱ to ERP, it is a qualitative leap in terms of the scope of information integration and the ideas and methods of management change. Therefore, when Gartner Group was initially named, it took it for granted that the concept of "manufacturing resources" should be extended to "enterprise resources". Although in the eyes of professionals at that time, it was obviously an accurate and forward-looking definition

but especially the problem of temperature measurement and sampling process in steelmaking is that no one has thought that the concept of ERP has attracted so much attention since then. Once a concept moves from the professional field to the public field, the definition of the concept itself will face great challenges. Therefore, with the development and wide application of ERP, it is necessary to clearly show its professional essence and make it easy for people to understand. This is an urgent problem in the theoretical definition of ERP at present

in addition to professional factors, that is, atypical conflict factors, another factor that causes the complexity of ERP definition is driven by business interests, that is, the distortion of typical conflicts, which is actually a more terrible force. The evil factors in these two types of conflict subjects together constitute the magic power in the ERP field

although this material of Gartner Group has excellent impact resistance (even at low temperature) and high chemical corrosion resistance, the name and definition of ERP have not completely gone out of the professional field, the Gartner Group has always emphasized the use of a set of professional standards to distinguish ERP from MRP II and other systems in its initial and subsequent reports. However, in China, more than 400 ERP software vendors have sprung up. Among them, a large number of software vendors are basically MRP Ⅱ when their product performance has not fully reached the industry standard defined by Gartner Group. They are renamed ERP for commercial purposes. Strictly speaking, they are selling dog meat with sheep's head. However, in order to justify themselves, these knowledge-based "demon masters" have also developed their ERP theory and integrated superb business skills to promote their ERP concept

there is a story in the circle. A "demon master" whispered to a customer boss: ERP is not so complicated, nor is it a myth. In fact, it is a "purchase, sales and inventory + finance" system

in this way, after listening to the repeated sermons of various "ERP immortals", the top leaders are even more confused: what is the ERP system and whose software should I buy? In fact, before making a decision, I still don't understand

it should be said that these "demon masters" have said the first half of the sentence correctly, and the second half of the sentence is their original theory. However, the undeniable fact is that similar magic tricks can often achieve twice the result with half the effort in the Chinese market, and some ERP manufacturers with the mainstream of righteous forces may be defeated in the process of making orders. Of course, this is related to the unique business culture in China and the real needs of customers. Sometimes both software vendors and enterprise customers are people with clear vision. Zhou Yu plays the yellow cover. Many enterprise information integration needs can be combined with "purchase, sales and inventory + finance", and software vendors are playing the right role; Another situation is that "it is false to do ERP, and it is true to beautify the image and performance."

erp orthodoxy is an atypical conflict of vicissitudes

of course, this phenomenon is a very complex problem. Our analysis focuses on why there is an atypical conflict of ERP orthodoxy (non-commercial factor)

use the most concise way to explain ERP to managers without any IT background. Gartner Group and some industry experts have been working hard over the years. As early as 1993, Gartner Group pointed out in a concise way that ERP is an information management system based on the idea of supply chain management. However, there are limitations in this definition. Firstly, although it strengthens the "supply chain management idea" embodied in ERP system, it is difficult to put it in a word from the perspective of one idea; Moreover, this definition still does not link ERP with the work at hand. Of course, for professionals, there is no doubt that the definition of ERP is very clear, because many of the things behind it are well known by professionals

The nanostructure of most polymers will integrate small pieces of graphene or other carbon nano materials

another popular view is that "ERP is a management idea". When interviewing Wang Xiaoyan, CIO of Lenovo Group, she talked about "ERP is a kind of management idea". I also saw some consultants of famous management consulting companies hold this view when giving speeches. It is obviously a new problem to equate "ERP itself with a management idea". We can say that ERP system integrates or contains some management ideas, but it must not be equated. Because both the management discipline and the popular understanding of "management thought" in the actual work refer to the further sublimation of management knowledge, which can be directly applied in the actual management work? However, the management idea embodied in ERP can only be shown in the process of implementing and using this system. The system itself is not equal to the idea

the reason why some people hold this view is that in the early days, many people regarded the implementation of ERP system as a technical project. Those who hold the above view want to reverse this concept, but it is too much to characterize it as a "management idea"

therefore, it is not easy to talk about the "monster" ERP as impeccable. (end)

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