1940s: Before the appearance of computer system, in order to solve the problem of inventory control, people put forward the order point method.
Time-divided MRP in 1960s: With the development of computer system, it is possible to perform complex operations on a large amount of data in a short time. In order to solve the defects of order point method, people put forward MRP theory as a kind of inventory order planning -MRP (material demand planning), that is, material demand planning stage, or basic MRP stage.
Closed-loop MRP in 1970s: With the deepening of people's understanding and the further popularization of computer systems, the theoretical category of MRP has also been developed. In order to solve the management of purchasing, inventory, production and sales, the theory of production capacity demand planning, workshop operation planning and purchasing operation planning has developed into a production planning and control system-closed loop MRP.
In these two stages, Toyota production mode (Kanban management), TQC (Total Quality Management), JIT (Just in Time Production) and CNC machine tools appeared.
MRP Ⅱ in 1980s: With the development of computer network technology, the internal information of enterprises has been fully shared, and the subsystems of MRP have been unified, forming a subsystem integrating procurement, inventory, production, sales, finance and engineering technology, and developing MRP Ⅱ theory into enterprise management information system-MRP Ⅱ stage.
The representative technology at this stage is CIMS (Computer Integrated Manufacturing System).
In the 1990s, with the further intensification of market competition and the further expansion of the competition space and scope of enterprises, the idea of MRPⅱⅱ II II, which was mainly oriented to the overall planning and management of internal resources of enterprises in the 1980s, gradually developed into the management idea of how to effectively utilize and manage the overall resources in the 1990s, and ERP (Enterprise Resource Planning) came into being.
ERP was first put forward by GartnerGroupInc in the early 1990s. The explanation at that time was based on the development of computer technology and supply chain management, inferring the development trend and changes of management information systems in various manufacturing industries in the information age.
With the deepening of people's understanding, ERP has been given a deeper connotation.
It emphasizes supply chain management.
In addition to the manufacturing, finance, sales and other functions of the traditional MRPⅱⅱ system, it also adds the functions of distribution management, human resource management, transportation management, warehouse management, quality management, equipment management, decision support and so on. The main purpose of supporting collectivization, trans-regional and transnational operation is to fully allocate and balance the resources of enterprises in all aspects, so that enterprises can give full play to their sufficient capabilities in the fierce market competition and obtain better economic benefits.
At this stage: integrate other modern management concepts and technologies, face the global market, and create "world-class excellent manufacturing".
The concepts advocated at this stage are lean production, TOC, advanced manufacturing technology, agile manufacturing and now popular Inter/Intra technology.
Thus, the development of enterprise management theory has the following characteristics:
1. This is a perfect supply chain management process.
Whether it is the initial inventory management, or the subsequent management of procurement, production and sales, and then to the management of finance and engineering technology, the management of external resources of enterprises, etc. Enterprise supply chain management is a process of continuous improvement.
It is closely related to the development of computer technology.
The whole development process of these enterprise management ideas is closely related to the development of computers, and it is getting closer and closer.
Computer technology has become a necessary tool to realize them, and computer software is their main carrier.
It has gone through a quite long period.
The development of the whole theory is gradually developed with the development of economy, the improvement of people's understanding and the progress of related technologies.
Second, the macro and micro development of ERP
The popularization and application of ERP in China has experienced ups and downs for nearly 20 years. According to incomplete statistics, about 700 users in China use it to manage their own businesses.
First of all, as an advanced management idea and tool, it has been widely recognized by people, and some enterprises have quickly gained due returns. Although the application of ERP in some enterprises is not satisfactory for some reasons, the development of ERP in China has accelerated the process of enterprise management modernization in China from the mainstream, making more and more enterprises realize that only by realizing enterprise management informationization and modernization can enterprises have vitality and competitive strength, and they are eager to adopt this advanced management model and have this advanced management tool.
1, the macro development of ERP was originally a management idea based on the internal "supply chain" of enterprises, which expanded the management scope and gave a new structure on the basis of MRPII.
Its basic idea is to regard the business process of an enterprise as a closely connected supply chain, and divide the enterprise into several cooperative support subsystems such as finance, marketing, manufacturing, quality control, service maintenance and engineering technology.
On the macro level: firstly, in terms of functional depth, on the basis of MRPII, functions such as quality control, transportation, distribution, after-sales service and maintenance, market development, personnel management, laboratory/formula management, project management, financing and investment management, profit analysis and business risk management are added, and these functions are integrated into the supply chain of enterprises. The management of manufacturing link in the original MRPII system is only a subsystem of ERP. Together with other functional subsystems, it closely integrates all manufacturing sites, marketing systems and financial systems of enterprises, and can realize transnational operations of many factories and locations around the world; It can also help enterprises to realize the mixed production mode of "multi-variety and small batch production" and "large batch production" or the coexistence of multiple situations to meet the diversified needs of enterprises; Its financial system also continuously receives trigger information from all business processes, analysis systems and cross-functional subsystems to monitor the whole business process and make decisions quickly; Moreover, it also has the function of decision analysis, such as decision-making, product, financing and investment, risk, enterprise merger and acquisition, etc.
It provides enterprises with the real-time analysis ability of key issues such as quality control, adaptation to change, customer satisfaction and performance within the enterprise.
In this way, the enterprise will go beyond the production and operation management centered on material demand, and can arrange its own production, supply, sales, people, finance and materials more effectively, and realize the customer-centered business strategy.
Secondly, in terms of the breadth of management, ERP has broken the pattern that MRPII is limited to traditional manufacturing, and extended its reach to all walks of life, such as financial industry, high-tech industry, communication industry, retail industry and so on. , thus greatly expanding the application scope of ERP, and gradually forming a solution for a certain industry.
This is because no matter how complete the function of an ERP software is, it can't cover the special needs of all industries, that is, in addition to the common needs, such as procurement, inventory, planning, production, quality inspection, personnel and finance, there are also some unique special needs, such as exploration and exploitation, land use and lease in the oil and gas industry, and the measurement and conversion of oil and gas volume that changes with temperature, pressure and other factors during transportation. Power transmission and distribution in power industry, on-site processing after system switching, meter reading and pricing; Replenishment, price change and promotion in retail industry need special functions to solve and manage, so a set of solutions for this industry is needed.
For this reason, SAP, a well-known ERP supplier in Germany, has developed and launched solutions for 65,438+08 industries, including commerce and retail, finance, post and telecommunications, high-tech industries, energy, public utilities, engineering and construction. , as well as application experts from various industries. It is based on public finance (including accounts receivable, accounts payable, general ledger, merger, asset management, cost management, financial analysis, fund management, profit analysis, investment/financing management, etc. ), personnel (including salary, travel, working hours, recruitment, training, development plan, personnel costs, etc. ), logistics (including order, procurement, inventory, production, quality control, etc.
With the help of industry solutions, we can meet the special needs of different industries, and provide a broader space for enterprises to improve their management level by applying ERP.
Third, from the internal supply chain to the whole industry and cross-industry supply chain.
This is because when an enterprise faces the global market competition environment, it is impossible for any enterprise to become a world leader in all business. If you undertake all the business by yourself, you will inevitably face competitors in all related fields.
Therefore, only by combining other upstream and downstream enterprises in the industry, establishing a supply chain with close business relations and economic interests, and realizing complementary advantages, can we adapt to the competitive environment of socialized mass production and jointly enhance market competitiveness. Therefore, the concept of supply chain is extended from the narrow sense of internal business process to the broad sense of industry-wide supply chain and cross-industry supply chain.
This kind of supply chain is either a network formed by the supply chain of some enterprises and departments where materials are obtained and processed into middleware or finished products, and then the finished products are sent to consumers, or a cooperative organization form formed by the dynamic enterprise alliance between related businesses established by the links of market, processing, assembly and circulation (also known as virtual company, which means that multiple enterprises unite to complete the task of providing goods or services to the market and connect these enterprises into a network through information technology) for cross-regional and cross-industry operation.
In this way, the management scope of ERP correspondingly ranges from enterprise internal expansion to raw material supply, production and processing, distribution, circulation and final consumers of the whole industry.
Establish an interlocking supply chain in the whole industry, so that multiple enterprises can realize coordinated operation and coordinated operation under an integrated ERP management.
Incorporating the decentralized plans of these enterprises into the whole of supply chain planning greatly enhances the overall advantages of the supply chain in the big market environment, and at the same time enables each enterprise to realize the cost advantage with the minimum individual cost and convert it into the original cost.
For example, under the unified ERP plan of supply chain, upstream and downstream enterprises can minimize their inventory, so that all products of upstream enterprises can reach downstream enterprises accurately and timely, which not only accelerates the logistics speed in the supply chain, but also reduces the inventory and capital occupation of each enterprise.
Through the optimization of ERP management in the whole supply chain, the value-added of the whole value chain can be realized.
This industry-wide upstream and downstream management can more effectively realize the supply chain management between enterprises, thus realizing the cross-industry, cross-regional and even transnational operation of their business and responding to the needs of the big market quickly.
Under its function, the products in the supply chain can be produced, delivered, delivered and delivered to the final consumers in time, and the capital flow and value-added of the value chain can be realized quickly, so as to provide a complete product portfolio for the product market to the maximum extent, shorten the cycle of product production and circulation, make the product production link closer to the circulation link, and shorten the distance between the supply market and the demand market, which not only reduces the inventory and capital occupation of each enterprise, but also obtains the demand information of the final consumer market in time, so that the whole supply chain can.
Through the optimization of supply chain ERP management, the value-added of the whole value chain can be realized.
2. Micro-development of ERP: First of all, in terms of financial function, ERP has gradually developed from "accounting" management to "financial management" management.
If an enterprise wants to be in an invincible position in the market, it must seek greater development while seeking survival, and must have enough funds to operate in the process of development.
At present, Chinese enterprises generally have the problems of insufficient production and operation funds and blindness in fund scheduling. How to improve the efficiency of capital use, plan production and operation funds, maximize the wealth of enterprises, maintain the ability of enterprises to pay off debts due, avoid bankruptcy risks, enable enterprises to survive for a long time, raise funds necessary for enterprise development and expansion, and effectively use funds to maximize profits or enterprise value has become an urgent task for enterprises.
The financial management of "wealth management" has broken through the previous concept of focusing only on account management. First of all, it should consider the interests of enterprise investors, that is, to maximize the wealth of shareholders (investors).
In order to achieve long-term development, enterprises must effectively raise funds in the financial market at lower cost and risk, and directly link the business operation and management process of enterprises with the interests of important shareholders, so as to increase investors' capital to a level higher than their average return on capital; Secondly, in the course of daily business operation, it is necessary to rationally arrange the capital structure and capital demand of enterprises, rationally dispatch existing funds and strengthen capital control, and optimize and effectively allocate funds as much as possible to ensure timely fund management and effective investment, so as to ensure the normal operation and steady and rapid development of enterprises; The third is to strengthen cost management, control and profitability analysis.
In addition to controlling the cost of each product, it is also necessary to evaluate and control the cost of each department or division. This can be achieved by dividing different departments into different cost centers and managing and controlling these cost centers, so as to minimize the production and operation costs and realize the cost optimization of enterprises.
Similarly, profitability analysis for different products and different departments can enable enterprises to realize effective financial management functions such as profit planning, budget control and performance appraisal.
Users can flexibly analyze the profitability of enterprises from different angles according to products/product groups, customers/customer groups, regions, sales organizations, distribution channels and any combination of them to assist management decisions.
For example, an enterprise has a variety of products, which can be determined by analyzing the profitability of various products, so as to produce more or purchase more goods in the next planning period, and can also analyze various products according to different regions, so that each product can accurately flow to the best-selling areas and realize the most effective allocation of resources; Fourthly, the fund management in the process of enterprise operation is to predict and monitor the capital flow generated or possibly generated in the supply chain business processes such as procurement and sales and the financial business such as loans and securities business, so that enterprises can monitor the cash flow of enterprises at any time and predict the future capital situation of enterprises, as well as how much capital gap or surplus capital they have. According to these funds forecast information, corporate financial business objectives and principles, and market information, we can decide how to participate in the money market, raise funds for corporate business operations in a timely and economical manner, or rationally arrange capital investment to improve the efficiency of capital use; The fifth is market risk management, which has two main functions: exchange rate risk and interest rate risk management. It enables enterprises to track market data such as market exchange rate, interest rate (such as LIBOR, FIBOR) and securities price at any time, and then analyze the risks of cash flow generated by supply chain business processes such as procurement and sales according to these market data by using internationally accepted methods and mathematical models, so as to determine whether it is necessary and how to take risk prevention measures, so that enterprises can take appropriate risks at the right time.
In the current situation of frequent turbulence in the international financial market, this module has more practical significance for enterprises, especially those who are about to leave.
Secondly, enterprises are facing an increasingly active market competition environment and a global economic environment. The product life cycle is getting shorter and shorter, and it needs to deal with a lot of business information and data from outside and inside the enterprise. Enterprise management must link strategic plan with enterprise plan and carry out effective simulation and automatic processing, which requires the system to provide all kinds of information to support the operation, management and decision-making functions in the enterprise organization. Its purpose is to meet the needs of managers, make use of the integrated information of various departments and regions in the company and the knowledge and wisdom of decision makers, make timely and accurate decisions for the company's development and operation, improve productivity and work efficiency, and maximize the company's profits.
Therefore, the focus of enterprise management has gradually shifted from business management to strategic decision management.