What Are the Best Tips for ERP For Small Businesses?

This book adopts systematic, rigorous, standardized and complete exposition methods, and comprehensively explains the theory, methods, systems and related knowledge of ERP. By reading this book, readers can not only systematically and comprehensively understand the relationship between ERP and enterprise management, but also It can also deeply and thoroughly understand the key aspects of selecting ERP, and lay a solid ERP knowledge base for yourself. It can be used as a reference for senior leaders, managers at all levels, ERP implementation and application personnel, and teachers, scientific research and engineering technicians engaged in ERP research and practice.

ERP and Enterprise Management: Theory, Method, and System

Name: By Zhou Yuqing

Works: "China Trade Union Statistical Yearbook: 2003" "Thinking Old: Office, Research Office Work, and Others" "China Trade Union Statistical Yearbook: 2006" "A Prosecutor's Diary" "ERP and Enterprise Management: Theories, Methods, and Systems"

About the Author

Name: Liu Boying

Works: "ERP and Enterprise Management: Theory, Method, System" "MRP / ERP Principle and Implementation"

About the Author

Name: Zhou Qiang

About the author: Zhou Qiang: a 70-year-old senior marketing professional who has been a teacher, has worked in legal related work, and has served as director of state-owned enterprises and general manager of private enterprises. He has many years of rich experience in the protection of property rights when buying a home.

Works: "Rights and Truths-Research on Criminal Extraordinary Relief Engineering" "Paint Coloring" "Physical Geography Field Practice: Principles, Methods and Practice" "Education Management Course" "Database Technology and Its Medical Applications" "Contemporary Chinese Festival "ERP and Enterprise Management: Theory, Method, and System"

This book is suitable for systematic training or teaching book of ERP knowledge. The author's years of college teaching experience, the skill of writing textbooks, and his popularity in the ERP industry make this book systematic, standardized, rigorous, and authoritative. Readers can download free PPT manuscripts for teaching use from the website.

After several waves of management innovation waves, more than 85% of foreign companies have armed themselves with ERP. ERP has become a business management tool for foreign companies and the best platform for their business desktop, business methods and business development.

For Chinese companies, although they have made continuous progress in the development process of more than 20 years, they have experienced institutional innovation based on labor cost advantages, and large-scale development based on modern global advanced equipment. However, most Chinese companies have not completed Informatization construction, in the increasingly fierce global integrated market competition, not only cannot meet the increasing service demand of external customers, but also it cannot compete with its surrounding competitors and cannot form a lasting competitiveness.

For enterprises that have completed informatization construction, their management systems and methods based on informatization methods are more standardized, their management processes are more reasonable, their information is more transparent, their customers respond faster, and business coordination within each unit and across organizations Will be smoother.

This book first discusses the development history of ERP in China and the arrival of the era of universal application, and then comprehensively introduces the basic principles and processing logic of ERP, the benefits of ERP and the issue of promoting the transformation of enterprises' operating mechanisms, the selection of ERP software systems, ERP implementation and operation management methods and strategies, as well as the largest domestic ERP software supplier of practical products and solutions for business friends. Chapter 14 discusses ERP-related topics, such as JIT, TQM, CIMS, .DRP, SCM, e-commerce, CRM, and BPR; etc. 60 comprehensive exercises are given in Appendix A to help readers deepen their understanding of ERP Understanding; explanations of common terms are given in Appendix B.

This book can be used as a textbook or teaching reference book for undergraduate and graduate students majoring in business administration and computer applications in colleges and universities. It can also be used as a training material for enterprise systems to learn ERP knowledge. It can also be used by senior leaders, managers at all levels, and ERP. Implementation and application staff, as well as teachers, scientific research and engineering technicians engaged in ERP research and practice.

Chapter 1: Getting to Know ERP

1.1 ERP in China-the coming of tortuous development and popularity

1.2 Global competition without shelter

1.3 Confusion of Enterprise Management

1.4 What ERP can do

1.5 Common Misunderstandings of Enterprises' ERP Implementation and Reliable Routes to ERP Implementation

1.6 Implementing and applying ERP to comprehensively improve the management level of enterprises

1.7 Analysis of ERP and related nouns

Chapter 2. Management Needs Promote the Development of ERP

2.1 Order point method triggered by early inventory management

2.2 Time-type MRP due to complex material requirements

2.3 Closed-loop MRP for material and production management integration

2.4 MRP with integrated production and financial management

2.5 ERP integrating internal and external information of the enterprise

Chapter 3 Benefits of ERP for Enterprises

3.1 Quantitative benefits

3.2 Qualitative benefits-deeper benefits

3.3 Information from users

Chapter 4 Basic Data-The Key to Enterprise Action

4.1 Material Master File

4.2 Bill of Materials

4.3 Work Center

4.4 Process route

4.5 Lead time

4.6 Inventory records

4.7 Supplier Master and Customer Master

4.8 Establishment of initial data environment

Chapter 5 Materials Management-The Basis of Business Operations 62

5.1 Connotation and Objectives of Material Management 62

5.2 Inventory Purposes and Expenses

5.2.1 Inventory purpose 64

5.2.2 Inventory expenses 65

5.3 Order lot 66

5.3.1 Method of Determining Order Quantity

5.3.2 Batch adjustment factor 72

5.4 Safety Stock and Safety Lead Time 73

5.4.1 Safety Stock 73

5.4.2 Security Lead Time 74

5.5 Inventory accuracy 75

5.5.1 Concept of Inventory Accuracy 75

5.5.2 How to achieve the necessary inventory accuracy 76

5.6 ABC Analysis and Cycle Inventory 77

5.6.1 ABC Analysis 77

5.6.2 Cycle Inventory 78

Chapter 6 Demand Management-The Source of Business Operations 81

6.1 Why Predict 81

6.2 Forecasting Methods

6.3 Customer Order Entry 85

6.4 Customer Order Analysis 87

6.5 Predictive Consumption Logic 88

6.6 Independent Requirements as Inputs to the MRP System

Chapter 7 ERP Plan Management-The Core of Business Operations 90

7.1 Significance and Common Problems of Plan Management

7.2 Manufacturing Production Planning 91

7.3 ERP Plan Levels 92

7.4 Business Planning 93

7.5 Sales and Operations Planning 93

7.5.1 What is Sales and Operations Planning?

7.5.2 Develop Sales and Operation Planning 94

7.5.3 Contents of Sales and Operations Planning Reports 96

7.5.4 Evaluation of Sales and Operations Planning-Resource Planning 99

7.6 Master Production Plan 101

7.6.1 What Is a Master Production Plan?

7.6.2 Why Make a Master Production Plan 102

Objects of 7.6.3 Master Production Planning

7.6.4 Strategies for Master Production Planning

7.6.5 Relevant Values of the Master Production Plan

7.6.6 Preparation of Master Production Plan

7.6.7 Maintenance of Master Production Plan

7.6.8 Evaluation of Master Production Plan-Rough Capacity Plan 107

7.7 MRP 108

7.7.1 MRP Input Information

7.7.2 MRP calculation process 109

7.7.3 How MRP Works 113

7.7.4 Main Output Information of MRP 118

7.8 Capacity Requirements Planning 118

7.8.1 Factory Calendar 119

7.8.2 Input for Capacity Requirements Planning

7.8.3 Preparing an Operation Plan

7.8.4 Preparation of Work Center Load Report 121

7.8.5 Analyzing the Results and Feedback Adjustments

7.8.6 Control of capability requirements plans 124

Chapter 8 Production and Purchasing Management-Value Added Here 127

8.1 Production Management 127

8.1.1 Manufacturing Production Types 127

8.1.2 Workshop Job Management 131

8.1.3 Repeated Production

8.1.4 Process Manufacturing Production Management 135

8.2 Purchasing Management

8.2.1 Work Contents of Procurement Management

8.2.2 Supplier Planning

8.2.3 Supplier Negotiations

8.2.4 Control of Purchase Orders Covering External Processes

Chapter 9 Financial Management and Cost Management 142

9.1 Financial Management

9.1.1 Financial Management Business Overview 142

9.1.2 Overview of Financial Management Functions of ERP System

9.1.3 Financial Management Business Process in ERP System 147

9.2 Cost Management

9.2.1 Basic Concepts of Cost Management

9.2.2 Cost Calculation in ERP System

9.2.3 Cost Difference Analysis

Chapter 10 ERP transforms business management mechanisms 157

10.1 Changes in Marketing and Sales

10.2 Changes in Production Management

10.3 Changes in Purchasing Management

10.4 Changes in Financial Management

10.5 Transformation of Engineering Management

Chapter 11 ERP Software System Selection 181

11.1 Develop ERP software yourself or buy ready-made commodity software 181

11.2 Choose domestic ERP software or foreign ERP software 182

11.3 Prone Error Proneness in ERP Selection 184

11.4 How to Estimate the Cost of Buying an ERP Software System 185

11.5 Basic Principles for Selecting ERP Products

11.6 Software Selection Should Be Self-Knowledge

11.7 Preparations before Software Selection

11.8 Examining the Functions of ERP Software Products 191

11.9 Weighing Features and Technologies of ERP Software Products

11.10 Examining the Economic and Technical Strength of ERP Software Suppliers 193

11.11 Establish ERP project preparation team responsible for software selection 194

11.12 How to sign a contract with a software vendor 195

11.13 Controlling modifications to ERP software systems 196 ^[1]

Chapter 12 ERP Implementation and Operation Management 199

12.1 Analysis of Top Engineering Problems 200

12.2 Principles of ERP Implementation 203

12.3 Reliable Implementation of ERP 206

12.4 Work Guidelines and Work Procedures

12.5 Detection During ERP Implementation 228

12.6 ERP Operation Management 231

12.6.1 Sober understanding

12.6.2 Effective Organization

12.6.3 Serious Inspection

12.6.4 Continuing Education and Training

12.6.5 Doing a Good Job in Software Maintenance

12.6.6 Beyond Class A and Making the Business Better and Better 235

12.7 Top Ten Advice for Implementing ERP 236

Chapter 13 UFIDA System Software 240

13.1 ERP-U8 System Overview 240

13.1.1 General Introduction

13.1.2 ERP-U8 System Configuration 240

13.1.3 Application Features

13.1.4 Technical Features

13.1.5 System-Oriented Partner Design

13.2 ERP-U8 Overall Solution

13.2.1 Application Schemes

13.2.2 Overall Application Benefits

13.2.3 Some Typical Customers

13.3 UFIDA ERP-U8 Function Overview 254

13.3.1 Financial Management

13.3.2 Customer Relationship Management

13.3.3 Supply Chain 265

13.3.4 Manufacturing

13.3.5 Human Resources

13.3.6 Distribution Management 281

13.3.7 Retail Management 284

13.3.8OA 286

13.3.9 Decision Management

13.3.10 Group Financial Management

13.4 Application Deployment and System Environment

13.4.1 Application Deployment Mode

13.4.2 Security

13.4.3 Hardware Environment

13.4.4 Software Environment

Chapter 14 ERP-related topics 304

14.1 Just in Time (JIT) 304

14.1.1 Overview

14.1.2 Demand Pull and Kanban Management

14.1.3 Supplier Performance 310

14.1.4 Reduce machine preparation time and reduce processing batches 311

14.1.5 Unit Production 311

14.1.6 Software

14.1.7 JIT has no specific starting point, and no end

14.2 Total Quality Management (TQM)

14.2.1 Overview

14.2.2 How Much Improvement Needs to Be Made in Manufacturing Today 318

14.2.3 The Concept of User First

14.2.4 Broader Quality Perspectives

14.2.5 Relationship between Quality and Costs

14.2.6 Impact of Time and Lot on Quality

14.2.7 The Four Pillars of Total Quality Management 323

14.3 Computer Integrated Manufacturing Systems (CIMS)

14.3.1 CIM and CIMS 328

14.3.2 Benefits of Implementing CIMS

14.3.3 The core of CIMS is integration

14.3.4 Development Trends of Foreign CIM 333

14.3.5 Composition of CIMS

14.3.6 Implementation of CIMS

14.4 Distribution Resource Planning (DRP)

14.4.1 Overview

14.4.2 Transaction Processing Logic

14.4.3 Information in transit

14.4.4 Transportation Plans

14.4.5 Fixed Shipping Plans

14.5 Supply Chain Management (SCM)

14.5.1 What Is a Supply Chain 343

14.5.2 What Is Supply Chain Management?

14.5.3 Information Technology Support for Supply Chain Management 346

14.5.4 Supply Chain Performance Evaluation

14.5.5 Supply Chain Incentive Mechanisms

14.5.6 ERP System Extension to Supply Chain Management

14.6 Electronic Commerce 358

14.6.1 Overview

14.6.2 Features of E-Commerce

14.6.3 E-commerce Processes

14.6.4 E-commerce-Based Supply Chain Models

14.7 Customer Relationship Management (CRM) 363

14.7.1 CRM Concepts

14.7.2 CRM Features

14.7.3 CRM Architecture

14.7.4 CRM Implementation

14.8 Business Process Reengineering (BPR) 376

14.8.1 The Evolution of the Management Revolution

14.8.2 Two Corporate Views

14.8.3 The Concept of BPR

14.8.4 Irrational Business Processes Abound 380

14.8.5 BPR does work 381

14.8.6 What kind of company should do BPR 385

14.8.7 Seizing Opportunities for Business Process Reorganization 385

14.8.8 Changes Caused by BPR

14.8.9BPR, who is up and down 387

14.8.10 Implementation Process of Enterprise Process Reorganization 389

Appendix A General Exercises 393

Appendix B Explanation of Common Terms 406

Reference 430 ^[1]