Bosideng Group ERP Implementation Experience Talks IT Leading Out Management Issues

The upgrading of IT construction has evolved into a trigger for detonating internal management problems in enterprises. Many management problems that have been ignored by the Bosideng Group have been exposed during the implementation of ERP. Coupled with the lack of understanding of the IT industry's industry, the Bosideng CIO Su Palm said: "We don't have the luxury of investing in tens of millions of IT systems. It's difficult to achieve 80% of the results. It."

Management scholar Machiavelli said: "There is no more difficult and dangerous thing than changing the order." Related to the implementation of informatization is the optimization of business processes, the restructuring of departments, and personnel adjustments. All these are touches on the existing order and interests and will inevitably lead to psychological or even operational resistance. Resistance to change is a normal phenomenon, but it is detrimental to the implementation of information technology. The key is to effectively manage the transition.

IT mutations bring challenges to management

For large companies with more than 10,000 people, Bosideng urgently needs an ERP application management software. Before this, the IT system of the entire group still remained at the DOS stage. As early as 1997-1998, the group began access to IT technology. Due to the relatively small production scale of the company and the low demand for information, Bosideng only quoted a set of application software based on the DOS platform and felt that the product could still meet the requirements of the time. It is precisely because of this that Bosideng tasted its sweetness when he was involved in IT technology.

It can be said with certainty that although the amount of funds invested in information construction was relatively small at that time, it was in line with the production conditions at that time. Although a simple set of DOS applications was used at the time, this laid the foundation for further increase of IT investment by enterprises in the future. The success of the previous period made the decision makers of enterprises realize that informationization is indeed a good thing. This has laid the foundation for the concept of future investment.

With the continuous expansion of production scale, Bosideng established about 40 subsidiaries nationwide by the year 2000. From the perspective of managers, “The DOS system is not only exhausted but also cannot afford such a large scale. Enterprise management needs.” Since 2001, Bosideng spent half a year on application management software selection, and began implementing ERP systems in the second half of the same year. The final candidate for ERP was concentrated in SAP, UF, and Jida Technology. Under the guidance of the company's CEOs supporting the national industry, UFIDA's distribution system and Kida's process-based production management system were selected. And Su Pui has different ideas. He thinks that choosing SAP will be better. Because at that time, domestic software basically did not have successful cases in the apparel industry; while the CEOs preferred to give the national industry a development opportunity, so they finally hoped for UF.

This system includes several parts of HR, finance, and foreign trade management. As to whether the whole system constitutes a complete ERP, Bosideng CIO Sophie believes that "strictly speaking, it has not yet been adopted. It is just a few modules of ERP, including distribution systems, HR, financial software." In addition to ERP modules, Bosideng Also established a set of OA system and CRM system. "With these, the company's normal management will basically be operational." Palmetto said.

IT system leapfrogs to bring dissonant tones

Information construction requires people to follow the system instead of running the system. Many human factors have caused informationization to not be fully utilized. Outsiders can see at a glance: Bosideng's informatization construction has also hit the soft underbelly of the informatization construction of private enterprises. In the implementation process, due to the change of the original management model, the responsibility and rights are faced with redistribution. This is something that many middle managers of enterprises do not want to see. Su Palm said: "The human factors in the normal operation of the system are very important, but the private enterprises are still concerned about interpersonal relationships. The system is running with people. It is not people running with the system. The idea of ​​man-made ideas and the standardization of management processes are incomprehensible. "."

Bosideng’s informatization construction lasted four years and the investment reached more than 10 million. As the first case of the national apparel industry, it should be said that this attempt is far from his expectations. Su Pai said: "We do not have the luxury of investing in tens of millions of systems. It will be very difficult to achieve an 80% effect."

Seek hindered IT

As the person in charge of the Bosideng ERP project, Su Piao attributed the unsatisfactory results of the ERP implementation to three points: First, the particularity of the apparel industry. As the first clothing company to adopt ERP system in the country, Bosideng has no model that can be used for reference. Enterprises can only advance in the process of exploration. In addition, there are deficiencies in the old management model of the company. After the system was launched, the company did not launch a supporting management system. Therefore, it was unable to ensure the smooth implementation of the system. Finally, there are problems with the software itself. For example, statements cannot be defined according to the actual situation of the company.

Although not very satisfied with the systems currently in use, this did not reduce Bosideng's drive for informationization. Under pain and pressure, Su Palm is still optimistic. "The next phase of planning has not yet been formed, but the general direction of private enterprises' information is unchanged, or it must be in line with international standards."

In Bosideng, Su Palm believes that funds for information construction are not problems, and what is important is innovation in the sense of management. The most difficult part is that, after the implementation of IT projects, companies should establish corresponding rules and regulations as soon as possible. "At present, although management recognizes the role of IT in enterprises, most people still do not recognize the role that software plays in the management of enterprises. It takes time to change this concept." Because of several attempts, Bosideng The effect of IT construction promotion is not as ideal as they first thought. Therefore, Su Su thinks that the company's 2005 IT plan needs to be more rational. "Technology is certainly not a problem. Software's problems can be overcome. Funds are not a problem. They are just management issues. We need to pay enough attention to it."