务流程必须保持信息的敏捷通畅。这对于企业本身而言乃至整个供应链系统都是一种改革，而且是不断的。
（4）高效的消费者反应
众所周知，现在各行各业基本都是买方市场。建立高效的消费者反应的最终目标是建立一个基于客户需求的快速反应系统。具体的说，实施高效的消费者反应需要在供应链系统内部建立一个无纸系统，以确保产品能够不间断的从供应商流向最终用户。 7.3客户关系管理系统的应用
传统的客户关系管理只是一种从营销方面来叙述的。未来CRM首先是一种管理理念。其核心思想是将客户作为最重要的企业资源，通过完善的客户服务和深入的客户分析来满足客户的需要，实现客户的价值。其次CRM也是一种旨在改变企业与客户之间关系的新型管理机制，它应用与企业的市场营销、销售、客户和技术支持等与客户相关的领域。再次，CRM又是一种管理软件和技术，它是最佳的商业实践与实践挖掘、实践仓库、一对一营销、销售自动化，以及其他技术紧密结合在一起，为企业的销售、客户服务和决策支持等领域提供一业务自动化的解决方案。最后，CRM的核心思想是以客户为中心，需要企业从传统的以产品为中心的运作模式中理念中解放出来，其体系结构如下图7.3所示：
客户 ATM、POSM WEB 、E-MAIL 电话 呼叫中心 一般信件 传真 亲自到访 销售自动化 应用整合 营销自动化 运营 数据库 无线应用 其他 电子邮件管现场服务 分析仓库 自动服务 门户应用 决策支持分析 图7.3 客户体系结构模型
7.4不断的进行企业流程重组
众所周知，BRP出现是管理的第二次革命开始的标志，起源于1933年。企业流程重组就是对业务流程从根本上在思考，要脱胎换骨，重新设计，从而使公司爱成本、质量、服务和速度等关键的方面有显著的提高。可以看出BRP始终实施ERP的基础思想。而且企业的外部和内部资源一直处于动态的变化中，再者企业人员的思想及企业的目标也会变。所以BRP将会对企业的人、工作和组织引起一些变化，这里就不再多述了。最后, BRP要求在信息社会中，企业的高层领导必须建立新的企业观，并以此来建设和发展企业。
上述是对于中小型企业在ERP应用方面发展的几个方向的预测，随着社会的发展会有不同的课题出现的。所以环境的改变会促使企业也随之改变的，
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致 谢
在本次毕业设计的完成过程中，我要衷诚的感谢我的指导老师王老师以及同窗好友的大力帮助，还有我的实习单位宁夏四正生物公司的李杰老师和我不厌其烦的商谈，非常感激他能将其宝贵的实践经验介绍给我。对我日后的学习与工作有很大的指导作用。由于本人能力有限，在写作与分析过程中难免有不到之处，请读者给予指正。
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参考文献
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[2] 杜红,李从东,李晓宇.面向ERP实施的知识转移体系研究[J]. 管理工程学报,2005,19(2)
[3] 董小英.企业信息化过程中的知识转移: 联想集团案例分析[J]. 中外管理导报,2002(11)
[4] 周玉清.《ERP理论、方法与实践》[M] . 北京: 电子工业出版社 2006.1 [5] 郑宽明.《企业资源计划—理论、实践》[M] . 北京: 科技出版社 2004.8 [6] 游战清.《企业信息化理论与案例》[M] . 北京: 机械工业出版社 2004.4 [7] 杨建华.《企业资源规划与流程再造》[M] . 北京: 清华大学出版社 2004.4 [8] 张毅.现代物流管理[M]. 上海:上海人民出版社，2002
[9] 李波.中国企业ERP实施分析及展望 [J].工业企业管理，2001.9 [10] 陈志祥.我国企业ERP系统实施问题探讨[J].中国软科学，2001.12 [11] 迈克尔·波特.竞争战略[M]. 北京： 华夏出版社, 1997
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[14]Kenneth C. Laudon,Jane P.laudon. Management Information System(8th edtion）[M].Prentice-Hall, 2004.496-520.
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外文科技文献
Enterprise resource planning System
Enterprise resource planning (ERP) is a company-wide computer software system used to manage and coordinate all the resources, information, and functions of a business from shared data stores. An ERP system has a service-oriented architecture with modular hardware and software units or \that communicate on a local area network. The modular design allows a business to add or reconfigure modules (perhaps from different vendors) while preserving data integrity in one shared database that may be centralized or distributed.
MRP vs. ERP — Manufacturing management systems have evolved in stages over the past 30 years from a simple means of calculating materials requirements to the automation of an entire enterprise. Around 1980, over-frequent changes in sales forecasts, entailing continual readjustments in production, as well as inflexible fixed system parameters, led MRP (Material Requirement Planning) to evolve into a new concept : Manufacturing Resource Planning (or MRP3) and finally the generic concept Enterprise Resource Planning (ERP).
The initials ERP originated as an extension of MRP (material requirements planning; later manufacturing resource planning) and CIM (Computer Integrated Manufacturing). It was introduced by research and analysis firm Gartner in 1990. ERP systems now attempt to cover all core functions of an enterprise, regardless of the organization's business or charter. These systems can now be found in non-manufacturing businesses, non-profit organizations and governments.To be considered an ERP system, a software package must provide the function of at least two systems. For example, a software package that provides both payroll and accounting functions could technically be considered an ERP software packageExamples of modules in an ERP which formerly would have been stand-alone applications include: Product lifecycle management, Supply chain management (e.g. Purchasing, Manufacturing and Distribution), Warehouse Management, Customer Relationship Management (CRM), Sales Order Processing, Online Sales, Financials, Human Resources, and Decision Support System.
Some organizations — typically those with sufficient in-house IT skills to integrate multiple software products — choose to implement only portions of an ERP system and develop an external interface to other ERP or stand-alone systems for their other application needs. For example, one may choose to use human resource management system from one vendor, and perform the integration between the systems themselves.
This is common to retailers, where even a mid-sized retailer will have a discrete Point-of-Sale (POS) product and financials application, then a series of specialized applications to handle business requirements such as warehouse management, staff rostering, merchandising and logistics.Ideally, ERP delivers a single database that contains all data for the software modules, which would include:
Manufacturing : Engineering, bills of material, scheduling, capacity, workflow management, quality control, cost management, manufacturing process, manufacturing projects, manufacturing flow
Supply chain management : Order to cash, inventory, order entry, purchasing, product configurator, supply chain planning, supplier scheduling, inspection of goods, claim processing, commission calculation . Financials : General ledger, cash management, accounts payable, accounts receivable, fixed assets . Project management: Costing, billing, time and expense, performance units, activity management . Human resources :Human resources, payroll, training, time and attendance, rostering, benefits ..
Customer relationship management : Sales and marketing, commissions, service, customer contact and call center support.
Data warehouse and various self-service interfaces for customers, suppliers, and employeesAccess control - user privilege as per authority levels for process executionCustomization - to meet the extension, addition, change in process flow
Enterprise resource planning is a term originally derived from manufacturing resource planning (MRP II) that followed material requirements planning (MRP). MRP evolved into ERP when \became a major part of the software architecture and a company's capacity planning activity also became a part of the standard software activity. ERP systems typically handle the manufacturing, logistics, distribution, inventory, shipping, invoicing, and accounting for a company.
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ERP software can aid in the control of many business activities, including sales, marketing, delivery, billing, production, inventory management, quality management and human resource management.
ERP systems saw a large boost in sales in the 1990s as companies faced the Y2K problem in their legacy systems. Many companies took this opportunity to replace their legacy information systems with ERP systems. This rapid growth in sales was followed by a slump in 1999, at which time most companies had already implemented their Y2K solution. ERPs are often incorrectly called back office systems indicating that customers and the general public are not directly involved. This is contrasted with front office systems like customer relationship management (CRM) systems that deal directly with the customers, or the eBusiness systems such as eCommerce, eGovernment, eTelecom, and eFinance, or supplier relationship management (SRM) systems.
ERPs are cross-functional and enterprise wide. All functional departments that are involved in operations or production are integrated in one system. In addition to manufacturing, warehousing, logistics, and information technology, this would include accounting, human resources, marketing and strategic management.ERP II means open ERP architecture of components. The older, monolithic ERP systems became component oriented.
EAS — Enterprise Application Suite is a new name for formerly developed ERP systems which include (almost) all segments of business, using ordinary Internet browsers as thin clients.Best practices are incorporated into most ERP vendor's software packages. When implementing an ERP system, organizations can choose between customizing the software or modifying their business processes to the \the software.Prior to ERP, software was developed to fit the processes of an individual business. Due to the complexities of most ERP systems and the negative consequences of a failed ERP implementation, most vendors have included \Practices\particular business process in an Integrated Enterprise-Wide system. A study conducted by Lugwigshafen University of Applied Science surveyed 192 companies and concluded that companies which implemented industry best practices decreased mission-critical project tasks such as configuration, documentation, testing and training. In addition, the use of best practices reduced over risk by 71% when compared to other software implementations.
The use of best practices can make complying with requirements such as IFRS, Sarbanes-Oxley or Basel II easier. They can also help where the process is a commodity such as electronic funds transfer. This is because the procedure of capturing and reporting legislative or commodity content can be readily codified within the ERP software, and then replicated with confidence across multiple businesses who have the same business requirement.
Businesses have a wide scope of applications and processes throughout their functional units; producing ERP software systems that are typically complex and usually impose significant changes on staff work practices. Implementing ERP software is typically too complex for \are professionally trained to implement these systems. This is typically the most cost effective way. There are three types of services that may be employed for - Consulting, Customization, Support.[8] The length of time to implement an ERP system depends on the size of the business, the number of modules, the extent of customization, the scope of the change and the willingness of the customer to take ownership for the project. ERP systems are modular, so they don't all need be implemented at once. It can be divided into various stages, or phase-ins. The typical project is about 14 months and requires around 150 consultants. A small project (e.g., a company of less than 100 staff) may be planned and delivered within 3-9 months; however, a large, multi-site or multi-country implementation may take years. The length of the implementations is closely tied to the amount of customization desired.
To implement ERP systems, companies often seek the help of an ERP vendor or of third-party consulting companies. These firms typically provide three areas of professional services: consulting, customization and support. The client organisation may also employ independent program management, business analysis, change management and UAT specialists to ensure their business requirements remain a priority during implementation.Data migration is one of the most important activities in determining the success of an ERP implementation. Since many decisions must be made before migration, a significant amount of planning must occur. Unfortunately, data migration is the last activity before the
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