Why do elephants dance?
Before China Petroleum implemented ERP, ERP had made great achievements in many large international oil companies. As early as the early 1980s, ExxonMobil, an international oil giant, has become a loyal fan of ERP. The ERP of Shell Austria Company has emerged in 1997. At present, about 80% of the top ten petroleum and petrochemical companies in the world have applied ERP.
As one of the largest oil companies in China by sales, the ERP of PetroChina seems a little late. The leaders of PetroChina generally believe that it is difficult to see miraculous effect through traditional means to improve management, and it is urgent to introduce information means. In fact, in the past few years, China Petroleum has successively implemented many information systems and achieved good results.
However, these systems are independent of each other, and it is difficult to eliminate information islands. Without an integrated system, it is difficult for PetroChina to achieve leapfrog development. Whether it is the vigorous internal control system construction of PetroChina or the source management of anti-corruption work, a more transparent management tool is urgently needed as a support. Facing the eyes of multinational oil giants, the informatization construction of PetroChina is even more urgent.
In 2005, PetroChina hopes to improve its management concept, management mode and management level in an all-round way with the help of ERP, support the implementation of the three strategies of resources, market and internationalization, and enhance its competitiveness in an all-round way. After careful selection, PetroChina aimed at SAP ERP, and selected Shandong Sales Company, Northeast Chemical Sales Company and Logging Company as the pilot. The system includes eight configurable functional modules, including financial management, planning management, purchasing management, sales management, inventory management, human resource management, equipment management and project management, and its application scope covers finance, procurement, sales, production, inventory and other businesses.
Standardization bears the brunt.
Wang, general manager of Northeast Chemical Sales Company, described this at the ERP mobilization meeting of his company: "From manual to ERP system, just like a person riding a bicycle to driving a car, it will be very painful for a person who is used to riding a bicycle to learn to drive a car. However, once you learn to drive, you no longer want to ride a bike. "
Wang Bo, secretary of Shandong Sales Company, believes that we should first pay attention to the publicity of ERP, make all employees aware of the benefits of ERP, and make employees' attitude towards ERP never be accepted, then they will be happy. n？ Are you tired? Hey? A compliment? Do you want to protect your shift mother? 嵋椤⑼? What do you want? what do you think? Collapse? Is that correct? Accurate RP concept, and invited IBM consultants to train employees many times, and gradually cleared the ideological obstacles of ERP implementation.
However, the difficulties are not limited to this. After the ERP project started, they found that it really needs some effort to get on the bus smoothly, and standardization transformation is an important step. As we all know, ERP requires standardization of business processes. At the time of PetroChina, standardization seemed to be an unattainable peak. For example, the basis of standardization is material coding. Due to historical reasons, all branches of PetroChina have their own material codes. For example, the same material may be called pure benzene in one company and benzene in another company. If the coding can't be unified, ERP is out of the question.
Therefore, PetroChina urgently issued a unified standard document and plans to integrate tens of thousands of data codes in three months.
In addition, the business processes of the three pilot units are complex, so if we want to integrate them into one platform, we must eliminate many personalized things. However, standardization has not completely eliminated individuality. Taking sea transportation and land transportation as examples, the two modes of transportation are very different, and ERP system will provide them with different operation interfaces.
There is no doubt that business is the core of an enterprise and software serves it. Sun Peng of Shandong Sales Company emphasized: "The improvement of informatization level is not the purpose, but the purpose is to implement information technology to enhance business ability."
However, there will inevitably be some contradictions between the business personnel and the implementers: the implementers do not want to modify the software over and over again because of the business, and the business personnel do not want to change the business operation mode because of the system. In order to solve this problem, the three pilot units summed up their own practical experience: in the early stage of the project, especially before the business process design, the software should be as close to the business as possible; Once the process design is clear and the system is put into operation, we should consider making the business obey the system as much as possible. In the meantime, it is necessary to constantly coordinate the personnel of both parties.
Online acceleration of system training.
For ERP, it is not once and for all after the system goes online, and it is inevitable to encounter such problems in the early stage of "driving on the road". After ERP went online, many unexpected problems appeared in the three pilot projects. Video system played an important role in this period. It is reported that in the early days of the launch, the three companies held video conferences every day for several days to solve the problem of first-line feedback. For example, the number of joint orders of subordinate companies is not uniform, and there has never been a return problem before. Through the introduction of corresponding policies, the three pilot projects established an effective rapid solution mechanism, and most of the problems were eliminated in the bud.
Many responsible persons of PetroChina said that reasonable training is an important guarantee for the success of the project.