tailieunhanh - Making It HappenThe Implementers’ Guide to Success with Enterprise Resource Planning phần 4

Chiến thắng đầu quan trọng nhất là thường Kế hoạch Bán hàng và hoạt động (được bao gồm trong Chương 8), và một là ghi lại chính xác hàng tồn kho (Chương 10). Mặt khác, một số người cảm thấy một khung thời gian 18 tháng là quá hung hăng hoặc đầy tham vọng. Nó không phải. Đó là một vấn đề rất thực tế, và cũng cần thiết. | Getting Ready 103 Figure 5-4 Continued BENEFITS Item Current Improvement Annual Benefits Comments Finished Product 25 000 000 18 @ 15 680 000 4 500 000 These are very low numbers for a Class A company. Obsolescence 500 000 20 100 000 Conservative savings Premium freight 1 000 000 30 300 000 Produce and ship on time reduces emergencies but not as good as with thecomplete information system. SUB-TOTAL 8 560 000 6 000 000 One time cash flow. Contingency 15 - 1 284 000 - 1 500 000 Recurring - 632 000 TOTAL 6 644 000 4 500 000 One time cash flow Cost of one-month delay 553 000 Payback months period 7 months Return on investment 170 added costs if ES comes after ERP due to the need to connect the ERP wiring to ES. However this cost should be relatively small compared to the rest of the project. Here s a familiar question Does size matter In terms of the payout not as much as you might think. For a very small company the challenge usually is resources. There are simply too few people to add a major effort such as this without risk to the basic business. Too often small companies and to be fair large ones also will hire consultants to install ES and will ignore the ERP potential. These com 104 ERP Making It Happen panies are usually very disappointed when they realize the costs have not brought along the benefits. Large multinational companies should be able to allocate resources and should find that the benefits are even more strategic. The problem with larger companies is trying to get all parts of the company worldwide to adhere to a common set of principles and practices. If pulling together all aspects of the company is difficult like herding cats we recommend that the project be attacked one business unit at a time. The impact for the total company will be delayed but the more enlightened business units that do install the total project will see rapid results. Here are a few final thoughts on cost benefit analysis. 1. What we ve been trying to illustrate here is .