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论文编号：	8540
作者编号：	2120123028
上传时间：	2016/6/17 15:43:10
中文题目：	滨海建投集团ERP实施的关键因素识别
英文题目：	BHCIG ERP key factors for implementation
指导老师：	严建援
中文关键字：	滨海建投集团；关键因素；ERP实施
英文关键字：	BHCIG；key factors；ERP implementation
中文摘要：	改革开放三十年来，我国经济的飞速发展，出现了经济节奏和发展脚步的相互协调平衡问题，这就促使我国各企业积极调整内部发展战略，以应对外部激烈的经济环境。生物进化论都是优胜略汰，适者生存，有机遇就有挑战，在大环境的驱使下，企业管理者开始对ERP管理理念了解关注，为了能够有效应对新市场环境，并采取相应有效的管理工具来提升企业核心竞争力，以应对国内和国际竞争。但是从目前我国企业实施ERP的成功效率来看并不理想，在日趋激烈的市场竞争中，企业能否有效提升核心竞争能力，实现可持续发展，关键在于企业内部实施ERP的成效性，这对于企业来说关系密切，因此ERP理念在企业中的实施关键因素研究具有重要的现实意义。 天津滨海新区建设投资集团有限公司（简称滨海建投集团）成立于2006年。该集团作为滨海新区地方政府融资平台的主体，同属于建投类企业，这类企业本没有固定的发展模式，发展阶段不一、方向也不同，但都起着地方政府融通建设资金并且开发建设的作用。作为建投类企业，该集团同样承担着政府授权范围内的道路建设、公共产业、园区及配套开发、基础设施建设、土地整理与保障房建设的一定社会责任。滨海建投集团同样致力于城市建设开发、提高投资效益、寻求新的融资手段与领域，推动地方经济和城市开发的不断发展。结合此类型大部分企业的发展特点和历史，笔者认为滨海建投集团需要经历初始、扩张、成熟转型、衰退重组这四个阶段，经过几年的发展，滨海建投目前已经入二、三阶段的交汇处，如何合理扩张和转型，将极大地影响企业发展，打造合理的自我造血企业机制，也成为集团发展战略规划的重中之重。建投集团先有多项发展方向。首先是区域开发，包括工业区产业链的整合、土地整理、保障房与商品房建设等方向，他是区级投融资建投类企业发展的重要组成支柱。其次是公共产业建设，包括医疗、教育、养老及相关配套设施，这方面是集团良性造血功能的主要收入产业，也是稳定现金流的动态保障。三是相关资产经营，包括环保设施、养老服务等，经营性资产是未来极具开发的板块项目，承担着集团未来发展的核心内容。四是新型的科技金融类服务，主要包括融资租赁、担保、扶持创业及产业投资等项目，这是滨海建投集团做大做强的潜力产业近年来，随着集团发展迅速，面临着诸多内部问题和外部的挑战：首先是竞争对手异军突起，市场竞争进一步加剧，为此，当前公司战略聚焦的要素之一就是如何继续保持行业的领军地位，保持市场份额的增长。二是源于滨海新区发展增速，新区政府对市政及配套项目工程质量要求的提升，促使集团不得不维持高成本运行及贷款压力。因此，本论文基于国内外研究基础，系统回顾ERP相关理论，主要介绍了ERP基本管理思想，实施方法及其关键成功因素模型，并对层次分析理论进行系统概述。然后基于专家问卷调查法对关键因素进行系统概括，主要利用层次分析法对滨海建投集团实施关键成功因素各个指标权重进行系统分析，最后得出五大关键性因素：一是管理层的参与和支持；二是业务流程优化重组；三是项目实施方法论；四是知识引用与丰富的项目培训；五是强有力的实施团队。在此基础上，本文以滨海建投集团实施ERP的背景和问题分析为切入点，以该集团如何成功实施ERP系统从而有效解决此前面临的管理难题为研究对象，进行系统研究，并将ERP系统确立为运营管理的核心平台，促进公司管理水平提升，提高资金周转率，降低原材料和生产成本，最终实现了综合竞争力的有效提高。最后以层次分析理论为前提，进行ERP实施关键因素专家调查问卷设计，通过权重得出集团ERP实施中的各种关键因素，并对前该集团进行ERP实施的成功因素进行分析。本论文研究的目的是以滨海建投集团ERP项目实施为案例，详细研究ERP项目在建投类企业实施控制策略及关键成功因素。本论文期望能对同行其他企业信息化尤其是ERP项目实施提高有益的参考与借鉴意义。
英文摘要：	Facing the opportunities and challenges of development since entering the new century, more and more China enterprises have come to realize that to strengthen the enterprise competitive ability by using the advanced management concepts and management tools of ERP, to address the overall competition of world Multi-National Corporation. But China enterprises especially state-owned enterprise ERP implementation success rate is very low is an indisputable fact. At present, the research Chinese enterprises in the implementation of ERP key factors in many articles, but not specifically for the state-owned enterprises, and its success factors existing in the process of implementation of ERP problems of state-owned enterprises and the. State owned enterprises as an important part of Chinese economy, its ERP directly related to the success or failure of state-owned enterprises can survive in the fierce competition and development, but also related to China's economy can be sustained, healthy, stable development, so it has realistic significance in the research. Tianjin Binhai New Area Construction Investment Group Co., Ltd. (hereinafter referred to as the New District Construction Investment Group) approved by the Tianjin Municipal People's government, in 2006 May set up. In recent years, because of the construction costs of raw materials, the external market environment changes rapidly, coastal construction investment group still faces some internal problems and external challenges: one is the A new force suddenly rises. Industry competitors make the market in more competitive environment, how to keep the leading position in this industry and maintain market share growth is one of the key elements of corporate strategy focusing. Two is the source for the development of Binhai New Area of growth, the Pudong New Area Government and municipal project quality requirements of the upgrade, prompting the group had to maintain the high running costs and loan pressure. Based on this, this paper based on the domestic and foreign related theory on the study of literature, first of all on the ERP related theory systematically reviewed, mainly introduces the basic thought of management model of ERP, implementation method and key success factors, and the analytic hierarchy theory are summarized. Then the expert questionnaire survey based on the systematic summary of key factors, mainly the implementation of key success factors for the weight of each index of state-owned enterprises, the use of a systematic analysis of the analytic hierarchy process, finally obtains the key factors mainly include:: one is the involvement of senior leadership and support; two is the importance of business process optimization and reorganization; the three is the methodology mature project implementation; four is a project training and knowledge transfer in full; five is to implement the team strong. On this basis, was systematic analysis on the key factors of state-owned enterprises, and to the waterfront construction investment group as an example to analyze the. The study on coastal construction investment group to the successful implementation of ERP system effectively solves the problem that faces the management system research, ERP system is established as the core platform of operation management to enhance the management level, to achieve the practical effect of capital turnover rate increased and reduce the cost of the raw materials and production, accelerate the reaction speed of the external market in the end, enhance the comprehensive competitiveness. The purpose of this paper is on the coastal construction investment group ERP project implementation for the case, a detailed study of ERP in the construction of the project investment and corporate control strategy and the key success factors of implementation. This paper built cast counterparts on enterprise informatization especially the reference implementation of ERP project.
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