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一般来说,BPR只是一个改革的开端,仅仅改变企业的业务流程还不能解决企业的管理问题,而是要进行与企业的管理目标、组织体制、信息意识等有关的企业改革。只有在目标、体制、战略、文化等都得到改造的情况下,才能使得内部流程改造得以顺利的实现。那么,从什么角度出发考虑BPR的推进呢?一般成功的信息系统的实施经验告诉我们,从顾客的角度出发来考虑BPR是一个好的思路。对一些上ERP的公司来说,它们的目标往往设定住通过信息化提高企业内部的管理水平上,因此仅考虑自己公司内部的业务是如何改造的,使用信息系统是否提高了业务的效率,强化了对企业的控制。一家商业企业过去在许多城市都有多个营业服务点,每个服务点都有一个客户服务系统,在ERP过程中,企业认为传统的业务流程导致了业务过于复杂,因此考虑仅在全国五大城市的分支机构中设置客户服务系统,将各个营业点的
Generally speaking, BPR is just the beginning of a reform. Just changing the business process of an enterprise can not solve the management problem of an enterprise. Instead, it carries out the enterprise reform related to the management objective, organizational system and information awareness of the enterprise. Only when the goals, systems, strategies, cultures, etc. have been transformed, can the internal process reform be smoothly implemented. So, from what point to consider the promotion of BPR it? General successful information system implementation experience tells us that from the customer's point of view to consider BPR is a good idea. For some ERP companies, their goals are often set to live through information technology to improve the internal management level, so only consider their own internal business is how to transform the use of information systems to improve business efficiency, Strengthen the control of the enterprise. A commercial enterprise in the past in many cities have multiple business service points, each service point has a customer service system, in the ERP process, the company that the traditional business processes led to the business is too complicated, so consider only the five major cities in the country Set up a customer service system in the branch offices that will be available at various outlets