The Study Of Management Of The ERP Implementation Risks In Iron And Steel Enterprises

The idea of ERP which was introduced into China in 1980s has been developed for over 20 years. Many enterprises have implemented ERP and gain expectable profits from it. The iron and steel enterprises are much more eager for ERP compared to other industries. A number of domestic large iron and steel enterprises have successful ERP implementation experiences. However, the problem which can not be neglect is that the implementations of ERP, which ask for great human resources, multiple materials and finical supports, could have terrible damages to enterprises if it failed.Basic on the ERP theories, risk evaluation and control methods, the thesis studies risk control and recognition of ERP implementation in iron and steel enterprises. The thesis begins at the present situation of ERP implementation in iron and steel enterprises, followed with systematical analysis of ERP implementation in iron and steel enterprises in four parts: software risks, rearrangement workflow of business risks, enterprise management mode transformation risk and human resources risk. Take the Taiyuan Iron and Steel Group as an instance; the example analysis method is applied in the last part of the thesis. The discussion of risk control is proceeded through the indicator risk factor system which is established by the author.Before the ERP implementation, the iron and steel enterprises should analyze any risks that they may encounter. The application of the indicator risk factor system would analyze the importance of each risk qualitatively and control them typically. All of these would realize multiplier effects and assist the success of ERP implementation.