1、,August 1, 2006,Success is in the partners you choose.,ERP管理软件 客户选型过程中的一点思考,James Pei 裴沵思,为什么ERP软件选型很复杂？,几个人选，所有人用,选的是产品是服务还是。,时间紧任务重,选型过程中的内部组织协调,需求到底是什么,到底该花多少钱,ERP选型 ERP Evaluation,产品 Product,服务 Service,项目 Project,伙伴Partner,产品 Product,服务 Service,项目 Project,伙伴Partner,面向整个组织 For the whole organizat
2、ion,产品 Product,服务 Service,项目 Project,伙伴Partner,产品 Product,服务 Service,项目 Project,伙伴 Partner,中小企业 ERP应用,大型企业,SaaS 单一应用,定制开发,有效的需求 Effective Requirement,Direction 方向 Pain 痛点Requirement 需求,引导组织去思考而不是替组织思考 conduct organization to think not think like organization,优先级 Priority,IT规划 IT Plan,选型中的关键问题,需求 Req
3、uirement,参与Participate,决策流程 Decision flow,控制和计划Control & Plan,谁的需求是主要需求,如何收集需求,如何让需求指导选型,谁应该参与选型,在不同阶段大家做什么工作,十个选型项目八个拖期,大量时间和精力被占用,谁 什么时候 做什么决策 谁负责提供决策依据 Input是什么？,决策指标 Decision Key Indicators,全面 合理 易量化 （垂直行业）,财务/生产/销售/人力/采购,流程/功能/语言/业务处理/表单,绩效/成本/快速适应变化/模式革新,现有业务匹配 适应未来发展 提升,Thinking Pain & Direct
4、ion,Pain,Requirement,组织结构图,需求类型,需求 Requirement,战略意图Strategy Intent,战略内容Strategy Endeavors,管理要求Business Maxims,ERP选型方向 ERP Maxims,IT治理结构IT Governance,ERP需求 ERP Require,发展方向Business Orientation,需求 Requirement,战略层,管理执行层,IT管理层,战略意图Strategy Intent,战略内容Strategy Endeavors,管理要求Business Maxims,IT要求 IT Maxims
5、,IT治理结构IT Governance,IT需求 IT Require,发展方向Business Orientation,需求 Requirement,战略层,管理执行层,IT管理层,Business Knowledge Industry Knowledge Marketing Knowledge Competitor Analysis SCM Sense,Where we are now? What we have?,We can do the evaluate now,+,=,ERP Knowledge,+,Where we Want to go?,战略意图Strategy Intent
6、,战略内容Strategy Endeavors,管理要求Business Maxims,IT要求 IT Maxims,IT治理结构IT Governance,IT需求 IT Require,发展方向Business Orientation,决策 Decision,战略层,管理执行层,IT管理层,input,input,input,input,Decision,input,input,input,Decision,Decision,Decision,Decision,Decision,Decision,input,外部,内部,（全部 局部）,ERP供应商/咨询伙伴,决策方法类型,Governan
7、ce Mechanisms Arch Office, Corp Office Biz Leaders, IT leaders BT manager, Biz process owners, CIO, Proj Concil,Why governance: 1. priority 2. a channel to face change and high level strategy,参与Participate,Why ePartners can help you?,Current & Situation Survey,Power visit,Requirement & Pain List,Sol
8、ution,Demo,Demo Survey,Key Indicator Advice,1.ERP Training,2.ERP Evaluate Training,Free For “S” Company,3.Survey & Advice,Then Common Step,Man/day,Why we can do that?,All more than 15 years ERP evaluation & implementation experience More than 300 served companies All are managers or directors more t
9、han 10 years Manufacturing company controller & manager Foreign-own, State-own, Private-own experience,ePartners Requirement to Solution Methodology,步骤与计划,参与人角色,交付物,关键问题产生的需求,信息化最容易发挥作用的点产生的需求,企业信息化需求的可变性,资本结构的变化,组织结构的变化,业务的变化,1) Define the potential industry-specific and general ERP packages. Based
10、 on your business requirements and budgetary nees, you can probably eliminate most vendors. We typically recommend arriving at a group of no more than 6-8 “long-list“ vendors that you will assess,2) Once the “long-list“ has been identified, identify the key requirements that a package must have in o
11、rder to make the short-list. These “deal-breakers“ should help you arrive at 3-4 “short-listed“ vendors. This stage of the evaluation process can typically be completed by discussing business requirements with each of the long-list vendors and viewing an overview demo of the product.,3) Conduct a mo
12、re detailed assessment and analysis of the short-listed vendors. You should identify and prioritize all of the detailed business requirements that your organization needs of a potential ERP package. From these requirements, it is helpful to create demo scripts to ensure that each vendor is demonstra
13、ting their product as it relates to your business processes. Otherwise, vendors like to focus just on their strengths and not necessarily on how their software fits with your business.,4) During the short-list and demo evaluation, involve key users and ask them to complete evaluations for each of th
14、e vendors. These evaluations should be quantitative assessments of how well the vendors products address the key business requirements and demo scripts.,5) In parallel with the functional assessments, assess the technical capabilities of the short-listed vendors. This should include items such as sc
15、alability, ability to integrate with legacy systems, how open the architecture is, etc. These technical factors may or may not weigh as heavily as your functional business requirements.,6) Make a decision based on the input from the vendor evaluations and technical assessments. Its not as easy as it
16、 sounds, but you will want to gather the input youve received from the various assessments and prioritize the vendors strengths and weaknesses. Depending on the level of agreement or disagreement on your team, it may require more of a quantitative ranking and weighting to evaluate how well each of the packages meets your business requirements.,软件产品的功能,软件产品的成熟程度,产品的可扩展性,系统的人性化程度,1、灵活、完整的解决方案,August 1, 2006,感谢光临！,Success is in the partners you choose.,
