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ERP项目怎样才算成功? 虽然我们可以不加思索地列举出数条甚至十数条诸如领导亲自参与、项目推动有力、模块选择合理、BPR先行、管理咨询公司的建议合理及选择具备成功经验厂商等实施ERP项目的先决条件,但我们也从诸多媒体报导看到,国内实施ERP企业的成功率不足20％。所有这些成功的先决条件统统成为了其前面“具备”二字的修饰。此时,业内又传出了国美要上ERP的消息,那么一个商业企业的ERP项目的成功条件是否要符合工业企业的条件呢?请允许我们仍然先从几个老套的问题入手。
How can ERP projects be successful? Although we can cite without exception a few or even a few dozen of them, such as leadership involvement, strong project propriety, reasonable module selection, BPR first, management consulting company’s advice is reasonable and choose to have successful experience manufacturers Such as the implementation of ERP project prerequisites, but we also see from many media reports, the success rate of domestic implementation of ERP business less than 20%. All of these prerequisites for success have all become the preface to the word “possessive”. At this point, the industry came out of the United States on the ERP news, then a business enterprise ERP project success conditions are to meet the conditions of industrial enterprises? Let us still start with a few old problems.