4. System integration of ORACLE EBS
The so-called "integration" of the system here does not refer to the integration of the "technical level" or the integration of modules at the "application level", but refers to the integration of the internal "core elements" in the process of enterprise management development. Some people think that a sufficient number of modules contained in an ERP product and a sufficient number of modules launched by an enterprise mean high "integration", which is actually a misunderstanding.
During the development and growth process of an enterprise from small to large, the key factors that enterprise management should pay attention to at different stages are different. We often say that large enterprises have economies of scale benefits, but in fact, the larger the enterprise scale, the corresponding management costs are also rising sharply. If the increase in productivity due to scale expansion cannot exceed or offset the management costs caused by scale expansion The increase in cost is the so-called "bigger but not stronger". Some people complain that foreign products ( SAP/ORACLE ) have rigid systems and rigid processes. This is actually a layman who does not understand the essence of enterprise management. Think about it, although we often make fun of large foreign companies for their procrastination, rigid processes, bureaucracy, and capitalist "state-owned enterprises", in fact, the "productivity" of these large companies (in terms of per capita revenue or per capita company GDP) is often Ten times that of the same industry in China. Therefore, the standardization and process of management is an inevitable choice for the development of enterprises.
To meet the development needs of enterprise management, a highly integrated application product system must simultaneously consider the following three core elements: data integration, process integration, and management integration . However, it should be noted that these three core elements have different influences and emphases on the above-mentioned three major management areas of enterprises: " finance, business, and affairs ".
The so-called " data integration " is relatively easy to understand, that is, what is commonly referred to as "eliminating information islands". It can be divided into two aspects: " static data sharing " and " dynamic data transfer ". "Static data" mainly refers to basic data such as "materials, suppliers, customers", which are called and shared by various modules; "dynamic data" mainly refers to such as "purchase orders, manufacturing work orders, sales orders, invoices" Accumulated business data, between them need to follow certain rules for data transfer.
Compared with the traditional manual business model, modern computer technology and database technology can easily solve the "data integration" of enterprise management. In terms of "static data sharing" of the system, there is not much difference between domestic and foreign products, but in terms of "dynamic data transmission" of the system, some domestic mainstream products adopt the implementation method of "imitating manual documents", resulting in data redundancy, transmission, and synchronization Very difficult and very bad to use.
A prominent "bright spot" of ORACLE products in terms of "data integration" is that almost all modules have an interface ( API ) for integrating third-party systems, and the data integration between internal modules basically adopts a method similar to integrating third-party systems. "loosely coupled" approach. Some people regard it as the advantage that ORACLE is more flexible and easy to use than SAP . This may be related to the so-called "best configuration implementation plan" that had to be considered when the ORACLE product was not perfect in the early stage (see " ORACLE ERP 's past and present" for details). This may be said to be ORACLE 's "blessing in disguise".
The so-called " process integration " can also be divided into two aspects: " automation of process delivery " and " automation of process identification ". ORACLE often mentions in its product promotion that "the user only needs a small amount of intervention and keystroke operations, and the rest is automatically done for you by the system", which is exactly what it means.
The so-called " automation of process delivery ", such as ORACLE's "internal purchase", if it is to apply for materials from other companies' inventory organizations, the purchase application PR will be automatically imported into OM , and after OM is shipped , it will be received through the shipping network, and the system will automatically send it in two Intercompany generates receivables and payables. Another example is the drop shipment material in OM , the system automatically generates PR , after the customer receives the goods, once the PO is received, the OM system will automatically confirm the delivery and generate AR , etc.
The so-called " process identification automation ", the ORACLE system uses a large number of "parameters" settings ( SAP has seven or eight thousand parameter settings, and ORACLE is not far behind), so that different materials and business categories follow different business in each module. Processes are automatically handled accordingly. This undoubtedly enables a single user to easily deal with large business volumes and complex processes, and to obtain high productivity.
There are many parameters, complex settings, daunting, and difficult implementation. SAP R/3 products have always been criticized by many people since their early years. The actual situation of ORACLE is not much better than SAP , but as a latecomer, ORACLE products have made a lot of efforts in terms of the hierarchical design of system process "parameters" and the convenience of use. Relatively speaking, it may be easier to master than SAP . Compared with SAP , ORACLE has also made some simplifications in terms of system business processes, but this "simplification" is often at the expense of some "functions" that are not commonly used or of little significance. This may be just as someone commented: SAP seeks perfection, while ORACLE seeks practicality. The development direction of modern enterprise management is to pursue the overall benefits of enterprise management, requiring business processes to be simplified and then simplified. Therefore, ORACLE 's approach is still in line with the trend.
I once met a designer of a domestic product who was quite disdainful and disapproving of SAP/ORACLE's practice of controlling business processes through complex parameter settings: "Parameter settings are outdated, and the future direction is workflow." I really disagree with this statement. In fact, Oracle products also use a lot of "workflow" technology ( Workflow ), but it does not conflict with "parameter" settings, and the two are complementary.
In the core field of "business + finance" of enterprise management practice, the importance of systematic "data integration and process integration" cannot be overemphasized. In the "financial" field, system data integration is the key point, because the process in this field is not very complicated (this is also the reason why many application software manufacturers have financial backgrounds, and enterprise informatization often starts with the realization of financial computerization). In the core "business" field, the process integration of the system is the key point, because there are many business links in this field, the process is long, and many departments and personnel are involved. Only by achieving a high degree of process integration can high productivity be achieved. The reason why ORACLE 's products are powerful (and of course SAP ) lies in the high degree of data integration and process integration within and between its core "business and financial" systems.
Throughout the domestic enterprises that have successfully used ERP , such as Lenovo, Huawei, ZTE, etc., they all build their own enterprise information platforms with the core system of SAP or ORACLE . The reason is that the peripheral systems (non-core systems, transaction management systems) can Strategically use third-party systems or simply develop by yourself, but the "core system" has no choice based on the high integration requirements of data and processes (although the high license price must be endured). Conversely, from the perspective of product development, it is impossible for the core system to succeed through the acquisition or integration of third-party products. The supplementary application products acquired by ORACLE in the past are almost all peripheral or peripheral application products (the acquisition of similar products only focuses on market share).
It needs to be emphasized that the system "process" mentioned here does not refer to the "process" of enterprise management in the general sense. All ERP products have so-called "processes", and all consultants and consultants are talking about the so-called "processes" to enterprises. But this process is not the other process, and the so-called "process" in some products may be just a "process" that has little management significance. In the past two years, when a consultant of a domestic manufacturer gave a public speech in a certain place, he made a high-level statement: the enterprise management process is driven by the three major plans of "sales plan, procurement plan, and production plan". As soon as this theory came out, some people in the industry immediately denounced it as "confusing concepts and misleading enterprises."
There is a grassroots private entrepreneur in Beijing with a legendary entrepreneurial background. He started a catering group by setting up a stall and selling steamed buns. After using domestic ERP, he once commented that "except for the data to be grouped together, there are no other benefits." . It's really a strange person's strange language, which explains the problems of domestic products in one sentence. The reason is that domestic mainstream products generally adopt the system implementation method of "imitating manual business process", which loses the advantages of "computer technology and database technology" and highlights the disadvantages of "manual business operation", and realizes data integration. It can also be dealt with that it is almost impossible to achieve "high integration" of business processes. At present, compared with manual operation, the system implementation of domestic mainstream products has limited improvement in work efficiency, and sometimes it is even more inconvenient than manual operation, so it cannot adapt to the needs of large enterprises with large business volume and complicated processes.
However, for many small and medium-sized enterprises, due to their limited scale and relatively small business volume, standardized but inflexible process management is not their core competitiveness, and it is enough to be able to achieve "data integration". During the discussion, Huang Xiaojian, head of the SAP SME market, also lamented that the management of SMEs does not rely on any process). At this time, the natural characteristics of "easy to learn and easy to implement" of the system implementation method of "imitating manual business operations" are highlighted. The current foreign products in the middle and low-end market, such as SAP 's SBO and Microsoft's Navision , have a common feature of simple system business processes. However, compared with domestic products, they still abandon many "manual operations" that conflict with "system implementation" Therefore, the business efficiency of the system process is still significantly improved compared to purely manual operations.
Finally, let's talk about the so-called " management integration " of application systems . The so-called "management integration" here is mainly aimed at the "management and control" that the system can provide for non-core business or other "transactional" work areas. The common feature of these areas of work is that they are not as closely related to "real flow" (value added) and "money flow" (value realization) as the core "business / finance" area. When many people are learning ORACLE (or SAP ), they have a question: adding new materials, adding new suppliers, adding new sales orders, etc., the standard operating functions of the system hardly consider how these data come from Process issues (such as "document approval, process approval", etc.), the actual situation is definitely not the case! Why do some document interfaces of the core system feel purely to provide a "final result" entry function?
The reason is that the "value-centric" application architecture design of ORACLE/SAP core business/financial system (things and funds are both value) is not good at dealing with the transaction process "centered on behavioral information related to people or organizations " . Is there any application system in the world that is good at dealing with "both" at the same time? It has not appeared so far, and you can't have both. That is to say, for the core system, in order to ensure a high degree of integration of data and processes, the "management integration" of the system must be properly sacrificed. In order to make up for this deficiency of the core system, ORACLE/SAP provides a large number of peripheral systems (non-core business or transaction areas) for users to choose and use.
For example, "Add new materials" process management, EBS has " Advance Product Catalog " products to provide support; "Add new suppliers" process management, EBS R12 has added some new functions based on WEB , I believe it will be gradually enriched and improved in the future And independently develop products similar to SAP SRM ; as for the sales order in OM , many modules belonging to CRM are its front-end products, providing support and services for it. Since non-core peripheral products have relatively low requirements on "data and process integration" with the core system, more consideration can be given to system management integration during system design. These peripheral systems usually have a common feature, that is, to use as much as possible a WEB interface that is more suitable for dealing with "information transmission and management processes that require the participation of multiple people". In EBS R12 , the GUI interface defined by suppliers and customers is changed to a WEB interface. It may not be more convenient and easy to use from the perspective of data entry (integration), but it opens the way for the system to expand to the transaction field that emphasizes "management integration". The door of convenience.
As mentioned earlier, the "Quality Management QA " function, which is very important for manufacturing enterprises , may not be included in the ORACLE core business module, but anyone who has actually used the " QA " module knows that it mainly serves A final result of collecting or entering quality data, and based on the entered result data, it plays a certain control function at certain nodes of the core business process. As for the complex transaction process that enterprises are concerned about to finally obtain these quality data, the system basically does not involve it (the situation of SAP 's QA module is similar). The reason for this situation is that the "quality management process" basically has little to do with the two core business processes of "value addition and value realization" from the perspective of system realization, and the planning and design of standard products must be done in a certain way. "Choice", otherwise the effect may be counterproductive. Therefore, enterprises usually need to seek another "quality process management-based" solution to cooperate with it according to their actual situation. The relationship between the human resource HRM module and the core business process of the enterprise is relatively far away, and the integration requirements are not high, so it can usually be placed later in the system implementation priority.
Based on "information and behavior" business process management, the customary practices or regulations of various industries and different enterprises are very different, and it is very difficult to standardize the system objectively. In the early years, some people advocated how their ERP products supported ISO9000 (this kind of "trivial thing" ORACLE had done before), some people advocated how to support the EU's ROHS in the past few years , and in recent years, some people advocated for the "Sarbanes-Oxley Act". "How to support. It is hard to imagine how much practical significance this so-called "support" has from the perspective of system implementation. Basically, it's just "investing in the company's favor", and it can't be taken seriously. If there are ERP manufacturers who believe it is true, the result will inevitably be hopeless.
Since the non-core business system, transaction management system, and core business / financial system are in terms of "data and process", the requirements for integration and tightness are not too high. Although both ORACLE/SAP have many similar peripheral products, and try their best to advocate and lobby enterprises to only use all the products of the same company to achieve a high degree of "management integration" of the application system, many enterprises are still willing to use third-party products or their own Development ( License price is too expensive is also an important consideration), the reason is to completely use all peripheral products of one company for actual use effect or management efficiency, and the comprehensive advantages are not obvious in many cases.
In recent years, e-commerce has become popular, and cutting-edge domestic IT companies such as Tencent, Baidu, and Alibaba have joined in. If these companies can realize that ORACL/SAP currently takes a single company as the center to connect suppliers and customers, The so-called "big enterprises" that extend upstream and downstream, and take all, apply the whole e-commerce strategy. Due to the inherent defects, the development has been slow after many years . The business application model, on the basis of intensive research on the core system and peripheral systems of ORACLE/SAP , can be made to be comparable to their own in terms of "data integration, process integration, and management integration" with the ORACLE/SAP core business system Poor products, peripheral e-commerce products that are more in line with the domestic market and reflect Chinese characteristics, it is not impossible to intervene in the high-end enterprise application market with a wide range and lucrative profits. As for the core ERP products, it seems that we can only expect domestic traditional manufacturers to make breakthroughs in the high-end field.
5. Application and practice of ORACLE EBS
After rapid development and improvement in the past two decades, especially in the past ten years, ORACLE E-Business Suite ( EBS ), as a large-scale, high-end management software package, has been widely used all over the world, with tens of thousands of Different types of users, involving high-tech, manufacturing, commercial, chemical, aviation, financial, public utilities and other industries. ORACLE currently has nearly a thousand customers in China.
What kind of ERP product a company chooses to build its own enterprise information platform is not, as some people say, "mainly consider the current level of enterprise management and maturity, it is suitable", but should be based on the current situation and look to the future. Consider the long-term development plan and vision goals of the enterprise. Enterprise informatization is an important basic work, which complements and promotes each other with the improvement of enterprise management level, and also has a process of continuous improvement and accumulation. The "path choice" made by the enterprise in the early years can only be truly appreciated when looking back after a few years. There are two neighbors in Shenzhen, both of which are large companies with a scale of more than 100 billion yuan. Different choices made more than ten years ago led to the situation that "if you don't overthrow and start over, it will be difficult to continue" in the information system of an enterprise more than ten years later. In a dilemma, another company's information system has been integrated into the company's management blood and has become a part of the company's core competitiveness.
Today, when people talk about the application of ORACLE or SAP products, they often mention two points: expensive, difficult to understand and use. Someone recently wrote an article looking for trouble with SAP , mentioning that SAP products are considered to be "price gouging" when some companies sell them very expensively and some companies sell them very cheaply. This statement is actually very layman's words. Software products are different from "hardware" products, and their "marginal cost" is actually equal to zero (a good software product is basically equal to a "money printing machine"). The price of a software product license is not based on the general product pricing principle of "cost + profit", it is mainly based on how much value it can bring or create for customers.
Of course, the objective affordability of the enterprise is also an important factor to consider. The so-called "enterprise affordability" standard here is usually measured by the ratio of "annual IT budget investment" to annual sales revenue in the industry. The general standard in foreign countries is about 2% , and it is generally below 1% in China due to various reasons . When a company grows from small to large, the proportion of its annual IT investment in sales is more reasonable. With the continuous expansion of personnel and sales, it will gradually increase from 0 to a peak, and then gradually fall back and maintain at a certain level. A relatively reasonable level forms a curve similar to a normal distribution. The reason for this is that when the scale of the enterprise is small, the output benefit of IT investment is not obvious, and the enterprise lacks the motivation and urgency to invest in IT . With the expansion of enterprise scale, it is increasingly difficult for the traditional manual business model or "computerized" management model to meet the requirements of enterprises in terms of operational efficiency and management control. Enterprises must increase IT investment in a timely and continuous manner. Only by means and tools can we break through the "bottleneck" of enterprise scale and management development ; The improvement of enterprise efficiency and competitive advantage will be significantly faster than the increase of per capita IT investment, so the proportion of IT investment in sales will show a downward trend at this time.
When an enterprise develops to a certain scale, if it fails to maintain a reasonable level of IT investment, or fails to rely on IT means to break through the bottleneck of management development, the future development of this enterprise is likely to appear in the following two situations: one is the internal management of the enterprise Bad cycle, rapid deterioration, any change in the external environment (such as the financial crisis) may cause the company to collapse suddenly; second, although the scale of the enterprise (personnel, sales) is still growing, it reflects the core indicators of the internal management quality of the enterprise For example, the "per capita output" stagnates or does not rise but falls. When the enterprise grows bigger, it is not getting stronger, but becoming weaker and weaker. Once the scale growth of extension also stagnates, the internal crisis of the enterprise It may always explode.
ORACLE adopts a very "open" strategy for the market application of its product family. All product software packages and their vast application documents can be downloaded, studied and tried at will on its official website (of course, there is a symbolic The statutory rights reservation statement), once installed, the system has all the application functions of all modules, without any technical restrictions, the so-called license is just a piece of paper with legal significance. ORACLE 's self-confident, magnanimous, and calm approach is not only conducive to the promotion and popularization of its products, but also provides enough freedom and flexibility for enterprise application selection, which can be said to kill two birds with one stone. Therefore, the issue of license price is usually not an "unavoidable" problem for enterprises that really choose ORACLE products.
As for the problem of "difficult to understand and difficult to use", we should look at it from two aspects. On the one hand, the difficulty of learning and mastering is a common attribute of all high-end products. In the early years, a web article made a metaphor: SAP/ORACLE is a Boeing airplane, and domestic products are bicycles. This metaphor is somewhat unkind to domestic products, but it can explain some problems. Just think: learn to ride a bicycle and find an open space to practice and you can go on the road. It is not that simple to learn to drive a car and test the license plate. easy.
On the other hand, there is a saying in China that "high-end ERP products have high requirements on the quality of enterprise employees, and the quality of domestic enterprise employees is generally low, so it is difficult to adapt." This is actually a kind of ignorant and taken-for-granted statement. In fact, as far as the ORACLE EBS system is concerned, the personnel involved in the enterprise are mainly divided into two categories: one is the EBS system implementation and maintenance personnel. High-end products have high requirements for such personnel, but after all, only a few personnel are involved. And companies can usually make up for their own talent shortage by hiring external consultants. The other type is the EBS system application operator, the so-called " User ", which has a wide number of personnel, involves almost all departments, and has a large number of personnel. However, the application personnel User can usually be divided into two categories: one is the decision-making user, and the other is the transactional user.
The so-called " decision-making users " usually refer to users who are engaged in work such as planning and scheduling ( Planner ), performance analysis and management ( BI/EPM ), etc. in the EBS system . Such personnel not only require relevant EBS system logic, Have a thorough understanding of functional processes, be proficient in the use of various simulation analysis tools provided by the EBS system, and at the same time must have rich experience in the actual business of the enterprise, and must have strong management promotion and cross-departmental coordination capabilities . Although such personnel may not have high administrative positions in the enterprise, they usually occupy a pivotal position in the enterprise due to the overall and importance of their work results and work quality. The planners of a high-tech company in China enjoy the term "people piled with gold" (half refers to their high wages and treatment, and half refers to their work quality that may lead to huge profits and losses for the company). But this type of system users still involves few people in the enterprise after all.
The so-called " transactional users " mainly refer to those users who only need to complete the specified system operations within the specified time in strict accordance with the EBS system operating procedures. They account for the vast majority in the enterprise, such as purchasers ( Fulfillment Buyer ), warehouse clerk, shipper, invoice accountant, etc. For these transactional users, there is basically no need to have a detailed understanding of how the EBS system is defined and how business processes operate in the system. A general understanding is enough, and they can basically play well if they can surf the Internet. ORACLE's highly integrated EBS system turns the enterprise into a highly automated machine, and most people become part of the machine.
Therefore, for high-end ERP products such as Oracle EBS , there is a phenomenon of "polarization" in the quality requirements of enterprise employees. From a comprehensive point of view, the so-called "general quality problems of domestic enterprise employees" is not the use of high-end products at all. obstacle. The problem usually lies in the enterprise's attitude towards the use and cultivation of high-end system maintenance and application implementation talents, and in the true respect for the "knowledge value" of high-end consultants with real talents and practical knowledge. It is a fact that the management level of enterprises in developed countries is generally high, but it is also a fact that the foreign management consulting service market is more developed, and it is even more true that large enterprises with a high management level maintain a high level of budget investment in "consulting services" all the year round. common case. On the other hand, some domestic companies can often spend a lot of money on buying a good car and doing luxurious office decoration, but they are very stingy on investing in improving their management level. It should be noted that the era when the world could be conquered by "millet plus rifles" has passed.
When talking about the enterprise application of high-end ERP in the domestic industry , there is another saying: high-end products contain rich management ideas, and enterprise applications usually require business process reorganization (BPR), which will hurt the muscles and bones. If it is not done well, it will ruin the enterprise Death (that is, "Going to ERP is courting death"). This statement is also somewhat alarmist.
First of all, as far as the ORACLE EBS system is concerned, the so-called "management elements" it contains are not at all mysterious things like "this idea, that model" that some people make a fuss about. They are just some of the simplest and simplest basic management principles. and management principles, such as "separation of responsibilities between decision-making and execution, specialized division of labor and collaboration, balance between demand and supply" , etc. do a review). Few companies do not understand or cannot accept these simple principles. The system just provides a tool that is easier and simpler than "manual" to realize these basic management principles.
This is like a "double yellow line" that prohibits crossing (similar to the company's rules and regulations) is drawn in the middle of the city street, but most people always use the map from time to time when driving to facilitate overtaking or U-turning, even if they know that they may be caught by the "electronic eyes" "I was fined for being photographed, but it is still difficult to put an end to it. But only a low isolation fence was erected in the middle of the street (similar to the system of enterprises), and the problem was solved immediately, and the traffic chaos was fundamentally improved immediately. The system on the enterprise must first solve the existing or potential hidden problems, and it will never simply "imitate or copy" the current manual business process. Therefore, effective management improvement or improvement that can solve the problem, Generally, there will be no great resistance within the enterprise.
Some people may think that comparing the mysterious "management thinking" in ERP to the low "isolation railing" in the middle of the street is too simple and underestimates the system! In fact, the key to the problem is when, where, and how to use the isolation railing (similar to the implementation level of the ERP system). Please look at the following example:
There is a narrow street about several hundred meters long at the gate of a residential area, with only two lanes in both directions. There are shops and restaurants on both sides of the street, so some people often park their cars on the side of the road for convenience. If the number of parked cars is small, it will not affect much, but if there are too many cars parked, it will become a long drive to the side, and two lanes will become one lane, which will cause great trouble for vehicles entering and exiting the community. It often happens that two cars entering and exiting the community are stuck in the middle of a dilemma, so they complain, make complaints, put up signs prohibiting parking, even invite the traffic police to copy signs, issue tickets, etc., and use all kinds of tricks. But it is still difficult to fundamentally solve the problem. Until one day, a U -shaped bend (scientific name: U -shaped guardrail, lane divider) suddenly appeared in the middle of the narrow road, which was less than one foot high and low, as shown in the figure below:
The originally narrow two-lane lanes have become actually narrower two-way, one-way lanes for bicycles. Although for the vehicles entering and exiting the community, the convenience of being flexible and free to come and go is gone, but the phenomenon of indiscriminate parking on the roadside leading to traffic jams has suddenly disappeared completely since then. Why is this? I believe that many people have seen a long U-shaped bend in the middle of the narrow street when driving or riding in a car, but who would have thought that it actually contains a very clever, What about the perfect " management thinking "? (Here is a trick, and I don’t want to break it, I leave it to the readers to think). For the convenience of expression, let's call it the " railing effect " in management. In the future discussion on "management thinking" of each application module of the EBS system, this series of documents may refer to it repeatedly.
Secondly, the application architecture design of the ORACLE EBS system is as mentioned above. From the perspective of enterprise application, it has strong scalability from the inside to the outside, from the primary stage to the advanced stage, and can adapt to the needs of management and progress in different development stages of the enterprise. ;Even if it is specific to each module of EBS , its realization functions are divided into " basic application, enhanced application and advanced application ". The improvement of enterprise informatization and management level is a long-term process of gradual and continuous improvement. Those companies who complain about the unsatisfactory implementation effect or failure are mostly because they are eager for success and regard informatization as a "one-shot deal" and want to " I became a fat man after eating in one bite, but I was choked instead.” For example, some companies think that EBS has so many modules, and they are not reconciled if their own application is less than 5% of the total . Some people advocate that " MRP has fallen behind, if you want to use APS ", etc.
However, it should be pointed out that since the core business process of "value addition and value realization" of manufacturing enterprises has high requirements for the system in terms of "data integration and process integration", the kind of "financial first, then purchase, sales and inventory, The practice of "reproduction and manufacturing" is also very undesirable. As a complete basic "enterprise-level" application, separating and using the more than ten core modules of the EBS system will seriously affect the overall functions and benefits of the system. This principle is somewhat similar to the "barrel principle" in management. How much water a barrel can hold is determined by the shortest board. In the same way, the domestic ones are used for finance, the imported ones are used for production, and the invoicing and other modules use another company's "lalang matching" system integration implementation plan. In terms of the overall implementation effect of the core business system, most Under certain circumstances, it is also extremely unscientific and extremely undesirable.
Finally, cite the empirical data of the American BOSS Consulting Company on the difficulty of implementing the core business module of ORACLE EBS for your reference. It is assumed that the difficulty of the general ledger GL is 100 , and the others are relative numbers:
| application module |
relative difficulty |
Remark |
|
| 1 |
General Ledger GL |
100 |
|
| 2 |
Accounts Payable AP |
80 |
|
| 3 |
Accounts Receivable AR |
90 |
|
| 4 |
Fixed AssetsFA |
80 |
|
| 5 |
Purchasing Management PO |
120 |
|
| 6 |
Inventory Management INV |
100 |
|
| 7 |
Order ManagementOM |
170 |
The value is higher for the original OE, OM |
| 8 |
Bill of Materials BOM |
80 |
|
| 9 |
EngineeringENG |
50 |
|
| 10 |
master production schedule MPS |
90 |
MPS/MRP is actually a module |
| 11 |
Material Requirements Planning MRP |
150 |
|
| 12 |
Production Capacity Planning CAP |
30 |
|
| 13 |
WIP |
100 |
|
| 14 |
Cost management CST |
120 |
Note: 1. The degree of difficulty is different for people from different industries, different companies and different business backgrounds.
2. The difficulty level of system implementation and online learning is not the same as the difficulty level of learning and mastering, and some may be just the opposite.