The hottest integration of BPM and ERP the puzzle

2022-08-08
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BPM and ERP integration - the indissoluble bond between ERP and BPM

in this era of ERP prevalence, I think it is no longer a good topic to discuss whether enterprises and academia should use ERP. Followed by a series of high slogans such as "ERP Popularization", "ERP personalization", "ERP to the end". While praising the courage of ERP implementers, we should support the "ERP cause" with our electronic universal experimental machine below 30t as much as possible. After all, it is a cause in which "all staff" participate

in the process of ERP application, enterprises experience both the joy of success and the pain of failure. For the time being, we don't need to discuss the success of enterprise application of ERP, and we can't talk about heroes based on success or failure, because there is always a practical problem to be solved in front of every ERP user: for enterprises after ERP goes online, how to better integrate ERP and enterprise business processes, so as to improve system efficiency

for a long time, the existence of ERP has doomed its origin with BPM (Business Process Management). On the one hand, it is the conflict and running in between the inherent process of ERP system and the existing organization and process change of enterprises; On the other hand, with the in-depth application and research of enterprises and software vendors in ERP, there is still a contradiction between the requirements of integration and automation and the current function oriented transaction processing system of ERP. It lacks effective control and management of the whole business process. In the continuous process management and optimization, enterprises have also put forward challenges and requirements for the adaptability of a series of optimization, upgrading and transformation measures of the flexible and new material industry of ERP system

at present, many ERP suppliers have also taken the workflow system as a part of their products, and some manufacturers have put forward solutions for the integration of OA or BPM and ERP on this basis. Process management is the basis of enterprise management, and ERP is an information process using information technology. No matter what solution is used, the close relationship between BPM and ERP cannot be ignored

how to integrate BPM and ERP

we take apart the English abbreviation BPM of enterprise process management. B, P and M refer to enterprise business, enterprise process and enterprise management respectively. Although the scope involved is very broad, one thing is always inseparable from the business of the organization, because only by doing a good job in the business of the organization, which is the basis of the profit source, can we talk about the performance and development of the organization. It can be said that the optimization and value-added of enterprise processes constitute the core of the whole BPM as a main line

erp involves human, financial, material, production, supply, marketing and other aspects of the enterprise. The content is rich and very complex. Up to now, ERP has developed to a new stage ERP II, which not only deepens the connotation of ERP, but also expands the extension of ERP. From the previous internal resources limited to the enterprise to the outside of the enterprise, suppliers and customers are more closely connected, Gradually blurred the boundary between supply chain management (SCM) and customer relationship management (CRM), which also formed the concept of ERP community

if BPM and ERP are classified according to structured and unstructured, data and non data; Then BPM mostly embodies the characteristics of unstructured and non data, while ERP embodies strong structural and data characteristics. How to integrate these two categories that cannot be "touched" together? How to combine and optimize? This seems unrealistic, but it is precisely for this reason that integration is more needed. Obviously, there is a prerequisite for the integration between BPM and ERP

so, what is the premise of BPM and ERP integration? There are at least six prerequisites:

● the organization has the willingness to integrate

● good internal environment and corporate culture of the organization

● determination and driving force of the top management of the organization

● pragmatic, professional, metallographic microscope basic knowledge, efficient process "diagnosis and treatment" team, including external experts and internal business backbones of the organization

● the process may be continuously optimized

● ERP system with platform technology

process management throughout ERP

enterprise layout

I remember the first time I went to Hangzhou, it goes without saying that the beauty of Hangzhou can be felt by anyone I want to have been there; But what impressed me more was that the roads in Hangzhou were very smooth, the car was driven with hard-working hands, and the first-rate deeds. My life was wonderful very fast, and that day was Sunday. The normal factors that we think of to drive fast are: wide roads, flat terrain, less traffic, fewer cars, more traffic police, etc. However, this is just the opposite of the actual situation in Hangzhou. The roads in Hangzhou, especially by the West Lake, are narrow; The city of Hangzhou is mountainous, and most roads fluctuate; Hangzhou is a tourist city with a large flow of people and cars; But why is the road so smooth? I think this is closely related to Hangzhou's urban planning and comprehensive layout of urban development, that is, the overall structure

whether the integration between an organization's processes and ERP system applications is close or not, we should first find the reason from the rationality of the organization's structure. We know that the strategic direction of an organization determines its business model, which determines the structure of the organization, and the process is subordinate to the organizational structure; In other words, the direct determinant of the quality of process management and whether the organization can attach enough importance to process management is the organizational structure

as reflected in the above example of 'why Hangzhou's roads are so smooth', Hangzhou's urban layout and urban planning are like the structure of enterprise organizations, while traffic and people flow are like organizational processes. The decisive factor for the smoothness of roads is Hangzhou's urban structure and planning layout. Only a reasonable layout and structure can fundamentally change the organizational process

as we all know, the transformation or optimization of organizational processes has roughly experienced BPR (process re

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