北京大宝化妆品有限公司应用ERP案例
Beijing Dabao Cosmetic Ltd applies ERP
北京大宝化妆品有限公司（以下简称\"大宝\"）是国家专业生产化妆品的大型国有骨干企业。。是一个集科研、生产、贸易于一体的现代化企业。为保持和扩大大宝在国内化妆品和保健品市场的领先地位，公司果断决定通过实施ERP。大宝公司是根据实际情况慎重选择了一家国内的ERP企业，不再追求知名度，而是把标准放在了实用上。大宝公司的ERP计划才真正的上路。
BeijingDabao Cosmetic Ltd (hereinafter referred to Dabao) is the key state-owned enterprise specializing in cosmetic products.It’s a modern enterprise engaging in science study,production and trade.In order to maintain and expand its leading position of domestic cosmetic and health products market,Dabao decided to carry out the ERP.Accoding to it’s situatin, Dabao carefully select a domestic ERP enterprise to persue utility instead of popularity.This event marked the begining of ERP planning in Dabao.
解决方案：
Solutinos:
A、 成立ERP项目实施机构
A 、set up the implementary institution of ERP
为确保ERP项目顺利实施，大宝公司成立了以企业主要领导、管理咨询专家和技术专家为首的三级项目实施组织体系，即ERP领导小组、ERP项目组和ERP各子系统实施组。
Dabao founded a organizational system headed by the main
leaders,management consultants and technical experts,that is,leading group of ERP,ERP project team and the subsystems of ERP implementation group,which is used to ensure the smooth implementation of ERP project.
B、 具体实施思路
B、the specific implementary ideas:
实施过程中大宝公司紧紧围绕\"强化企业的市场竞争力\"的ERP项目的第一期目标，立足于企业实际，坚持管理工作的创新，用ERP先进的管理思想和方法规范企业的业务流程，建立以市场为导向、以客户为中心，实现物流、资金流和信息流一体化管理的企业运行新机制。
During the process ,dabao focused on “strengthening the market competition of the enterprise”the fist-state objective of ERP project, based on enterprise's reality and insisted on management innovation.It applied the ERP advanced managment thoughts and methods to standardize enterprise business processes, for the purpose of forming a new running machanism of market orientation, customer centralization, integration of logistics, capital flow and information flow management.
具体做法是：
Specific practice:
（1） 坚持管理创新，深化企业改革
1)ahere to management innovation,deepening the reform of the enterprise
大宝公司在项目实施的过程中，结合企业的深化改革，狠抓管理思想和制度的创新。在各级管理人员中进行了ERP管理思想和方法的培训教育。从组织和制度上保证了项目的实施成功。
During the project implementation process ,Dabao combined with the deepening reforms and paid close attention to management thoughts and system innovation.It carried out a training programme on ERP managment thoughts and methods for managers at differrent levels. Such practice guaranteed the successful implementation of the project From an organizational and institutional perspective
（2） 全面推行管理业务流程重组，提高企业核心竞争力
2) the full implementation of the management business process restructuring, improve enterprise core competitiveness
，大宝公司通过业务流程重组，满足市场核心需求，缩短生产周期，降低生产成本，提高服务质量，深化财务管理，改革了管理体制和管理手段，解决了人浮于事的现象，提
高企业经济效益。
Through the business process reorganization, Dabao met the market core demand, shortened production cycle, reduced the production cost ,improved the service quality, deepened financial management, reformed the management system and management tools, solved the overstaffed phenomenon and improved the enterprise’s economic benefits.
（3） 外部资源与内部流程的整合
3) the integration of external resources and internal processes
大宝公司里利用ERP从主要业务流程入手，按规定条件和时序产生相关的信息。实现了管理信息的集成。
Dabao used ERP to start with the main business process in order to generate relevant information in accordance with the conditions and time sequence. As a result,it realize the integration of management information.
（4） 不断满足管理需求是ERP的生命力所在
4) constantly meet management needs is where the vitality of ERP
大宝ERP系统实施过程中，在对业务流程进行规范、重组的同时，增加了企业必需的管理功能
In the process of implementing ERP system,while regulating and reorganizing the business process,it increased the enterprise’s necessary management function at the same time.
（5） 数据管理是实施成功的基础
5) data management is the foundation of success
大宝公司把基础数据按管理职能分为五大部分，即产品、工艺、设备、人力资源和定额数据，分别对应企业的相关的职能部门，由专门的人员进行整理和录入，同时将数据的质量和录入进度同部门的绩效联系起来，纳入部门的考核指标，用企业制度这个\"法\"来确保数据的准确性。
Dabao divided the basic data according to the management function into five parts, that is, product, technology, equipment, human resources and quota data, which respectively corresponding to the enterprise’s relevant functional departments .while the specialized personnel arranged and entered the data, the quality of the data and the input speed were connected to the performance of the department at the same time.It was also put into the department assessment index, and ensure the accuracy of the data with the enterprise system that was regarded as the \"law\"
总结summary:
（1） ERP工程是一项需要花费巨大投资和时间才能够真正建立运用的项目，因此该
项目的实施必须得到企业高层管理者的绝对支持。 （2）企业在选择ERP项目的时候，必须制定正确的选择标准，不一定要选用在国际上具有一定知名度的品牌，只要能够符合我国的国情，满足企业自身的需求就可以。 （3）ERP工程实施的真正用意是运用ERP先进的管理思想和管理方法运营企业，因此僵化的思维模式不可取的，在狠抓企业内部业务流程的同时必须不断创新，以满足企业发展需求。 （4）ERP管理系统的运行是建立在正确的数据基础之上的，一次必须保证各业务环节数据的真实性和准确性，因此必须加强对数据的管理。 （5）加强企业员工的培训工作，使得企业高层能对该系统有宏观认识，同时项目管理人员能够熟练掌握运用ERP管理系统
(1) the ERP project is an item that needs to spend huge investment and time to establish and put into practice, so the implementation of it must obtain the absolute support of the enterprise’s top managers. (2) when choosing the ERP project, the enterprise must formulate correct selection criteria,which does not have to have certain popularity on the international brand, as long as it can conform to China's national conditions and meets the needs of the enterprise itself. (3) The real intention to the implementation of ERP project is to use ERP’s advanced management thoughts and management methods to operate a enterprise, so rigid thinking modes are not advisable.Besides, while vigorously promoting the enterprise internal business process requires constantly innovation at the same time,in order to satisfy the development needs of the enterprise. (4) As the operation of ERP management system is based on the correct data basis, the company must ensure that each business link data is authenti and accurte, so we must strengthen the management of the data. (5) strengthening the training of the staffs and allowing a senior manager to understand macro-system, while project managers to master the use of ERP management system
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