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著名erp失败案例分析(Case study of famous ERP failures)
著名erp失败案例分析(Case study of famous ERP failures)
Case study of famous ERP failures
Chinas ERP implementation rate of about 20%, but we see and hear ERP failure case, why always so few? From this few cases, what enlightenment can we achieve?.
Maybe it is not a high-tech Chinese culture, domestic shame should not be published, exceed this is thousands of years of traditional culture. The general family is still reluctant to talk to foreigners and the Chinese, let alone the important events related to economic interests ERP software, unlike hardware, ERP involves enterprise management changes and process reengineering, such a complex project, is not drugs can be eliminated, and ERP is not panacea. It is a pipe dream to imagine that the criticism that will accumulate in the enterprise in a few months will be resolved. In fact, ERP is not success or failure is a normal thing, but our culture and the rules of the game, Chinese enterprise never dare to face the failure, the mouth always hanging is the brilliant performance, and achieved numerous awards. Is failure a secret that cannot be told?
The ignorance of lessons and failures is also an inducement for Chinas software industry to grow up. In fact, whether it is business or users, too need to use someone elses lessons and experience to watch and summary, but this experience cannot get, of course, not the lesson does not exist, but was deeply buried. The media case most stereotyped, to flatter, supplemented by flow records, basically not much value to the users. Business is less likely to expose its failing lessons to the public. In China, the success rate of ERP implementation is about 20%, but why do we always see and hear ERP failure cases so few? From this few cases, what enlightenment can we achieve?.
Lenovo Sanlou divorce
Beijing Sanlou factory in March 20, 1998 and Lenovo (later transferred to the integrated digital China) signed a contract to implement ERP. Lenovo integrated contract commitment completed within 6 m
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