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目前,国内企业ERP项目的实施成功率远远低于国外公司。特别是大型、超大型国有企业的ERP项目呈现出周期长、投资额大、风险系数高等特点。中国石化从2001年开始实施ERP项目,截至2010年底已在百余家二级企业上线并单轨运行。经过10年的摸索实践,其ERP项目实施过程的管理还存在一些问题。通过层次分析法(AHP),对中国石化ERP项目实施过程中的风险进行分析,提出6大类21小类风险要素,建立量化分析模型,对风险进行分析评估,提出有针对性的风险控制方案。为中国石化后续的ERP项目建设提供参考。
At present, the success rate of ERP implementation in domestic enterprises is far lower than that of foreign companies. In particular, ERP projects of large and very large state-owned enterprises have been characterized by long cycle length, large investment amount and high risk coefficient. Sinopec started its ERP project in 2001 and by the end of 2010 it has been operating on a single track in more than 100 second-level enterprises. After 10 years of exploration practice, the ERP project implementation process management there are still some problems. Through the Analytic Hierarchy Process (AHP), this paper analyzes the risks in the implementation of Sinopec ERP project, puts forward the risk factors in 6 categories and 21 sub-categories, establishes the quantitative analysis model, analyzes and evaluates the risks, and puts forward the targeted risk control plan . It will provide reference for the follow-up ERP project construction of SINOPEC.