In the eyes of people, the printing industry is a traditional industry. From the printing of Bi Sheng's invention to the electronic publishing of today, the printing industry has experienced a long process of development. In this development process, there are few opportunities for truly revolutionary changes. Even if computers are used in printing production, the printing industry has not changed the printing principles in the true sense. Similarly, the influential enterprise information management does not seem to have brought about far-reaching changes in the printing industry. Many printing companies' operators have been watching the dynamics and development of ERP and are not afraid to eat this "crab" easily.

However, with the implementation and successful implementation of ERP systems of a group of well-known domestic companies such as Haier, Lenovo and FAW-Volkswagen, ERP has brought about significant effects such as increased efficiency, profitability, cost reduction, and enhanced core competitiveness. This has aroused great concern and enthusiasm among the domestic business community. "It is better to go back to the end of the eel rather than fish out." In the current domestic enterprise information construction, major domestic companies have introduced ERP, and the printing industry is no exception. According to statistics, only 60 or 70 of the more than 90,000 printing companies in the country have implemented or are implementing ERP. The group of “crabs” were mainly newspapers, newspapers, packaging and printing companies and were concentrated in Guangdong, Shanghai, Jiangsu, Zhejiang, Beijing and Shenzhen. From the geographical distribution point of view, the trend from south to north is declining. The central and western regions are still in a blank state. From the software used, there are mainly four types: First, software with a background in the printing industry, such as Donnelly Rising, Qiuyu (Shanghai) Printing Co., Ltd., Heilongjiang Daily Printing Center, Hubei Daily Chutian Printing Corporation Etc. Second, general software outside the industry, such as China Printing Group Corporation, People's Daily printing house, etc.; third, foreign general software or professional software, such as Shanghai Zidan Printing Co., Ltd., Henan Xinhua Printing Factory, Anhui Xinhua Printing Co., Ltd., etc.; Fourth, self-developed software, such as Yangjiang City Huamei Printing & Packaging Co., Ltd.

In addition to the active implementation of enterprise information strategy by various enterprises, the government departments such as the State Economic and Trade Commission, the Ministry of Information Industry, and the Ministry of Science and Technology are also strongly promoting the “informatization boom.” Implementing the ERP system has become the goal pursued by many enterprises “informatization”. . Of course, various companies are also cautious when purchasing ERP. Fulcrum Network conducted a survey of more than 300 companies. The results show that: 77% of companies are most concerned about whether they have “success stories” when they choose ERP, and they are particularly concerned about the successful cases in this industry. For example, when a chemical company purchases ERP, it must inevitably examine who has a successful application in the chemical industry. The scale, management model, and business process of this case are not close to the company. If the answer is yes, the company dares to dare. Try it, so that the risks that companies take will be reduced. Because of this, the implementation of enterprise information, that is, ERP, is full of risks, pressures, and hardships. In the current environment, due to the industry characteristics of the printing industry, there are three major problems in the implementation of ERP that need to be further overcome.

A complex pricing system

One of the difficulties of the printing industry ERP is the need for an extremely complex quoting system. Due to the particularity of the printing industry, printing companies need to make quotations according to the requirements of customers. This quotations are different from those of standard products, such as televisions, refrigerators, and air conditioners. Different customer requirements are different and product quotes are different. Due to the diversity of printing materials, printing methods and post-press processing processes, customers often have multiple choices. Most of the salesmen also need to provide customers with an ideal quotation plan. Therefore, the quotation from the printing industry is extremely complicated. Work.

Being able to quote customers quickly and accurately is what all printing companies want to achieve. At present, many of the printing quotation software on the market are valuation software, and the accuracy is poor. The quotation result is hardly a market price or a cost price, and it lacks guiding significance for the cost control of the enterprise. Therefore, the practicality is not strong.

The ERP quotation subsystem is a subsystem used for the valuation, quotation, nuclear price, and bidding of printed materials. Through the quotation subsystem, the user can easily, quickly and accurately calculate the cost price, market price, and profit price of multiple product quantities at one time, accurately grasp the profit and loss line; at the same time, it can also conduct detailed nuclear price analysis on the price structure. Can set different regions and different types of labor price standards (such as the company's standards, Beijing Press labor price standards, Yunnan press price standards, etc.), multi-regional comparison of wages, so that we know ourselves, so that companies in the printing It is always in a good position to bid (this feature is particularly useful for government and publishing press bidding). The product information generated during the printing quotation process provides first-hand basic data for subsequent order subsystems and production subsystems; the cost and price composition information generated during the printing quotation process is also the "plan for the cost accounting subsystem. "Cost" provides first-hand basic data and therefore serves as an outline.

At present, there are many printing quotation systems on the market, including Anfu PUB-MS97, Xiao Zhuge's quotation system, a quotation subsystem in a large-scale ERP system, and an online quotation system, and their functions are biased. The quotation system provides a large number of printing knowledge and process auxiliary functions, and provides functions such as automatic calculation of printed sheets, automatic calculation of spine thickness, auxiliary calculation of opening paper, auxiliary calculation of consumption, and auxiliary calculation of workload.

How a printing company can tailor its own pricing system in the ERP system to the characteristics of its own business is an urgent task for every enterprise that is preparing for an ERP project.

Second, ERP training issues

Training is an old topic, but it is the biggest problem in the current implementation of ERP. The ERP system integrates and integrates the most advanced contemporary management ideas, concepts, and methods. However, the standardization, standardization, and management of domestic companies all have a certain gap from the ERP standard management model. Therefore, whether it is from the actual operation or from the basic principles of ERP, ideological staff should be trained so that employees really change the ideological concept of resistance to ERP, really feel the real benefits of ERP bring them And benefits, thereby accepting ERP, and actively participating in the implementation of ERP systems. Successful implementation of ERP must pay attention to training, and training is more than just a system-based training. From the beginning of the project implementation to the end of the period, the corresponding training is consistent, and training is divided into phases, content, staff, and management levels. . Training must also have a complete training knowledge base, focusing on scientificity, practicality, and pertinence. It is necessary to use training to unify employees’ understanding and improve management concepts and business skills. For printing companies, the generally poor quality of employees is a major challenge for the printing industry in ERP training.

1. Training should be targeted at middle-level managers and all employees

The implementation of ERP is a systematic project, which requires the support and assistance of middle-level managers and all staff. They must not only help system analysts understand the current business processes, but also work with analysts to discuss the transformation of existing processes. More importantly, the middle level managers and all employees are the end users of the ERP system and are the most direct operators to ensure the normal operation of the ERP system. The ERP system requires the staff to directly input data into the system at the place where the data was generated, so they can understand every simple and slightly tedious operation they perform and the basics of each simple number entered in the entire system. The effect determines the success or failure of the system.

While some ERP vendors talk about their own advantages of “low prices,” they can easily create a misunderstanding for users: Implementing ERP is like buying an office or financial software. Once employees learn to click with a mouse Press the button. Even with the intervention of consulting and training companies, there is a lack of integration of management and technology. Ultimately, the ERP of a company is not thrown away or used. It is the reality that the enterprise will return to a low-level management after implementation. Because the essence of management thinking has not changed, those who think that "you know more about yourself" even if you introduce some "pseudo-ERP", it is only in the past to repeat the backward management methods, the only difference is the computer format. The report replaces the original manual report. Therefore, there is no real ERP training can not be internalized ERP into the management of the enterprise.

2. Training should be more for corporate executives

Most companies mistakenly believe that ERP is a simple enterprise information construction project or enterprise management information system project. If the target is set too high or too low, it is easy to obscure. If the goal is ambiguous, it will be difficult to implement it in the specific implementation work. Regardless of the focus, eyebrows and beards will be caught. This leads to excessive investment, little success, and weak implementation. In the ERP implementation process, business leaders have a decisive position.

Business leaders do not fully understand what "ERP is" and think that enterprise informationization is equal to implementing ERP. Some leaders said "We need to be on the ERP." We then handed over these things to our subordinates and went to the problem of "strategic" and "macro" issues. ERP seems to be the optimization of some business processes on the surface, but long-term continuous development will be a change in the corporate culture, which requires the support of the highest leadership from start to finish, and this support can not just say that, but also Need to pay attention to a lot of specific things. The leadership of some companies in China is actually not ready for long-term implementation of ERP, although he thinks this is a good thing. To participate in training, to improve some of the surrounding things and processes, to review and guide the project, so the top leaders spend a lot of time in the promotion of ERP. If the top leader is not interested in ERP, or just talk about it, ERP is impossible to adhere to the implementation.

In fact, the core of ERP is MRPII, which is a manufacturing resource plan. For some non-manufacturing enterprises, enterprise information does not need to implement ERP. Furthermore, the implementation of ERP is also risky. Some business leaders often overlook the difficulties and risks of implementing ERP, or they have not yet realized this. Some people even believe that after the company has entered the ERP system, it will be able to solve any problems and everything will be all right now. As a result, companies are underestimating the difficulties in implementing ERP and have not done sufficient preparations for this. Such enterprises often fail to implement ERP systems, or ERP systems do not achieve their goals after implementation, that is, they do not solve “all problems” for enterprises. This result will naturally make companies disappointed ERP, thus affecting the further promotion and application of ERP in the enterprise.

Therefore, only relying on a large amount of training, so that the company's top leaders of enterprise management information, ERP full and accurate understanding. The leaders of Beijing Rosenberger Electronics Co., Ltd. received ERP basic knowledge training at the beginning of ERP implementation and had an overall understanding of the process, key points, difficulties, and risks of project implementation. This is a good grasp of the process of project implementation. Very helpful. Because the senior management of the company fully recognizes the importance of implementing ERP, they are very tight on the project, reviewing the progress of the project on a daily basis, and the company must give green light to the implementation of the ERP project. It's no surprise that ERP is developing in this situation.

Enterprises that are ready to implement ERP should start with a change in their understanding of ERP learning and concepts. Enterprises that are implementing ERP should conduct timely and continuous training of relevant personnel in various aspects to promote further changes in concepts; ERP has been implemented. The enterprises should focus their efforts on the improvement of the overall quality of the personnel required for the normal operation of the ERP. This requires companies that implement ERP to actively seek relevant training companies to conduct effective training and learning.

Third, weak corporate governance

The domestic printing enterprises have a weak management foundation, there is a general lack of systems, lack of a strategic and systematic view, and they cannot straighten out simple processes such as business processes and financial accounting; customer data cannot be unified in sales and finance departments, let alone sales and Distribution business process. Due to the weak management foundation, some companies do not have the preconditions for implementing ERP. If your business management itself is a mess, ERP