FS控股公司基于集团ERP系统提升集中管控与营运能力案例

I摘要21世纪全球电子化的趋势使企业的竞争力从有形制造力转向无形信息科技的基础建设上。随着信息技术的迅猛发展，计算机大量进入企业制造管理领域，使企业制造过程组织更趋柔性化和高效化，与信息技术紧密相联的先进管理技术一一企业资源计划系统(以下简称ERP)应运而生。ERP作为企业管理者解决企业管理问题的一种先进工具，能够对企业业务流程进行规范和优化，对企业的物流、资金流和信息流进行集成整合，合理有效地配置企业资源，降低成本，加快企业对于市场的反应速度，从而集中管控与营运能力以及提高企业在市场中的竞争力。投资ERP系统，以改善企业管理水平，从而进一步提高企业经济效益和竞争力的理念与做法，正逐渐得到中国政府和企业的认同。中国信息产业部和国家经贸委联合发布了《关于加快推进企业管理信息化建设的指导意见》，要求企业大力开展ERP系统的建设和应用，并把企业信息化建设列为国债贴息重点支持专项，对ERP投资给予资金政策支持。根据CCID的统计，近几年来中国企业实施ERP投资额逐年快速增长，从2000年的5.7亿元开始，到2005年底投资规模迅速扩大了5-6倍，并且预测未来五年中国企业ERP投资将以20.7%的年均复合增长率增长。本文以FS控股公司为例，借助ERP系统，搭建管控平台，有效解决公司内部信息化发展不平衡、存在“信息孤岛”、财务的业务分离，难以从价值的角度实现对业务的实时管控等弊端。关键词：集中管控、ERP系统、营运能力IIAbstractGlobalelectronicstrendofthe21stcenturysothatthecompetitivenessofenterprisesfrommanufacturingpowersteeringontangibleintangibleinformationtechnologyinfrastructure.Withtherapiddevelopmentofinformationtechnology，computerspouredintothemanufacturingenterprisemanagement，enterprisemanufacturingprocesssothatorganizationsbecomemoreflexibleandefficient，andITiscloselyrelatedtotheadvancedmanagementtechniquesonebyoneenterpriseresourceplanningsystem(hereinafterreferredtoasERP)emerged.ERPasabusinessmanagertosolvetheproblemofanadvancedbusinessmanagementtool，abletostandardizebusinessprocessesandoptimizeenterpriselogistics，capitalflowandinformationflowintegrationintegration，rationalandefficientallocationofcorporateresources，reducecostsandaccelerateforthereactionspeedenterprisemarket，thuscentralizedcontrolandoperationalcapabilities，andimproveenterprisecompetitivenessinthemarket.InvestmentERPsystemtoimproveenterprisemanagementlevel，soastofurtherenhancetheconceptandpracticeofeconomicefficiencyandcompetitivenessisgraduallybeingChinesegovernmentandcorporateidentity.ChineseMinistryofInformationIndustryandtheStateEconomicandTradeCommissionjointlyissuedtheGuidingOpinionsonAcceleratingtheconstructionofenterpriseinformationmanagement，requirescompaniestovigorouslycarryouttheconstructionandapplicationofERPsystemsandenterpriseinformationtechnologyasakeysupportforthespecialbonddiscount，rightERPinvestmentpolicytogivefinancialsupport.AccordingtoCCIDstatistics，inrecentyears，ChineseenterprisestoimplementERPinvestmentinfast-growingyearbyyear，from570millionyuanin2000begantorapidlyexpandthescaleofinvestmentbytheendof2005the5-6times，andpredictthenextfiveyearsChinaEnterpriseERPinvestmentwillbe20.7%CAGRgrowth.Inthispaper，AHoldingGroup，forexample，withtheERPsystem，buildIIImanagementandcontrolplatform，aneffectivesolutiontotheunevendevelopmentofinformationtechnologywithinthecompany，theexistenceofislandsofinformation，theseparationoffinancialservices，itisdifficulttoachievereal-timecontrolofthebusinessfromtheperspectiveofthevalueofsuchproblems.Keywords：centralizedcontrol，ERPsystems，operatingcapacityIV摘要...................................................................................................................................................IAbstract............................................................................................................................................II第一章绪论.....................................................................................................................................1一、研究背景和意义...............................................................................................................1（一）研究背景...............................................................................................................1（二）研究目的...............................................................................................................3二、国内外研究综述...............................................................................................................3（一）国外研究现状.......................................................................................................3（二）国内研究现状.......................................................................................................6三、研究框架...........................................................................................................................8第二章集团管控与集团信息化理论...........................................................................................10一、集团公司相关概念.........................................................................................................10（一）国外关于企业集团定义.....................................................................................10（二）我国企业集团发展历程.....................................................................................11（三）我国企业集团的形成模式.................................................................................12三、企业管控相关理论.........................................................................................................13（一）战略管理.............................................................................................................13（二）文化管理.............................................................................................................13（三）人力资源管理.....................................................................................................13（四）无形资产管理..................