What systems are included in erp. SAP ERP implementation summary. Types and components of the ERP system

Four times lower than in the United States. The task of modernizing the economy is set to state level, and enterprises, especially those using high technology, need to look for internal reserves of optimization.

ERP solutions are systems for managing key business processes of an enterprise. ERP system includes modules: planning of company activities, budgeting, logistics, accounting, personnel management, production management, customer management. Corporate, management, accounting reporting allows senior management to get a comprehensive picture of the company's activities, which makes the ERP system an indispensable tool for automation operating activities and supporting the adoption of current and strategic management decisions... In fact, an ERP system is a complex storage and use of information, the ability to obtain data on the directions of an organization's activities within the framework of work in one system.

Implementation project ERP systems can be divided into the following stages: project planning, goal setting; diagnostics and analysis of requirements; selection and justification of the platform, ready-made solution; information system design; documentation and approval of design solutions; software development; information system testing; system deployment; user training; operation and support; and evaluation of results. Project management is based on best practices and methodologies. Depending on the wishes, needs and scale of the customer's project, the implementation of ERP systems can last from three months to 24 months.

The cost of a project for the implementation of ERP systems includes the cost of purchasing licenses (there is also the possibility of renting licenses) and the cost of services for setting up and implementing a system or industry solution. The cost of the project, of course, depends on the implementation methodology, on the volume of consulting services, on the wishes and needs of the customer. You also need to consider the costs of IT infrastructure, team motivation and system operation.

The introduction of an ERP system allows companies to increase their income through the loyalty of old customers and attracting new ones; reduce management and operating costs by an average of 15%; reduce commercial costs by 35%; save on working capital; reduce the implementation cycle; reduce the insurance level of warehouse stocks; decrease accounts receivable; increase the turnover of funds in the calculations; increase the turnover of inventories; improve the utilization of fixed assets.

It is necessary to implement an ERP system in cases where the goal of implementation is clearly defined, there is an interest of the TOP management in the clarity and automation of business processes in the organization, the company has resources for implementation and motivation, the customer has decided on the platform and the team of implementers - developers.

ERP concept

Historically, the concept of ERP has evolved from the simpler concepts of MRP (Material Requirement Planning) and MRP II (Manufacturing Resource Planning). The software tools used in ERP systems allow production planning, to model the flow of orders and assess the possibility of their implementation in the services and divisions of the enterprise, linking it with sales.

One of the important questions is whether the system belongs to the ERP class, or is it accounting. To answer this question, one should not forget that an ERP system (as the name suggests) is primarily a resource planning system. It describes not only the situation “as it was” and “as it is”, but also “as it will be”, “as it should be”. ERP systems not only store data about what is happening at the enterprise, but also include planning and optimization modules for all types of resources (financial, material, human, time, etc.), and most of the accounting functions implemented in the system are directed to support the functioning of these modules.

To implement the planning and optimization functions, it is necessary to have a feedback in the system. Those. based on the management goals, a plan is drawn up, then, in the course of the work, real indicators are recorded, analyzed and, based on a comparison of the goals and the results achieved, a corrective effect is developed. The accounting system only allows you to record the results. It, in contrast to the ERP-system, does not include functions for automating planning, and comparison `plan - fact`. In other words, with the help of accounting systems, it is possible to perform only some analytical part of management, but not the synthetic one. This is the fundamental difference between an ERP system and an accounting system.

ERP system functions

ERP systems are based on the principle of creating a single data warehouse containing all corporate business information and providing simultaneous access to it by any the required amount employees of the enterprise, endowed with the appropriate powers. Data change is made through the functions (functionality) of the system. The main functions of ERP systems:

maintaining design and technological specifications that determine the composition of manufactured products, as well as material resources and operations required for their manufacture;
formation of sales and production plans;
planning the requirements for materials and components, terms and volumes of supplies to fulfill the production plan;
inventory and procurement management: management of contracts, implementation of centralized purchases, accounting and optimization of warehouse and shop stocks;
planning of production facilities from detailed planning to the use of individual machines and equipment;
operational management of finances, including drawing up financial plan and control over its execution, financial and management accounting;
project management, including planning stages and resources.

Implementation features

Classic ERP-systems, in contrast to the so-called "box" software, are classified as "heavy" software products that require a long enough setup to start using them. The choice of corporate information systems, acquisition and implementation, as a rule, require careful planning within the framework of a long-term project with the participation of a partner company - supplier or consultant. Since EIS are built on a modular basis, the customer often (at least at the early stage of such projects) purchases not a full range of modules, but a limited set of them. During implementation, the project team, as a rule, configures the supplied modules within several months.

Any ERP system, as a rule, is designed for a specific market segment. So, SAP is more often used on large industrial enterprises, Microsoft Dynamics - in medium-sized companies and different profiles, 1C - in small companies, as well as in the case of a limited budget.

Price ERP implementation, depending on the size of the company, complexity and the chosen system, can range from 20 thousand USD to several million USD. This amount includes software licenses, as well as implementation, training and support services at the stage of launching the system into operation.

In recent years, ERP systems have become the standard in all areas of business. Today there is no unambiguous generally accepted definition of ERP. You can find different definitions of this class of solutions, as well as many synonyms: integrated enterprise management systems (ISMS), automated enterprise management systems (AMS).

Let's try to answer the question: "ERP - what is it and what is it for?"

What is an ERP system

ERP stands for Enterprise Resources Planning, that is, “ enterprise resource planning". The Russian translation of the abbreviation does not help to immediately understand the essence of the term, so let's turn to history.

Spreading personal computers in the 80s-90s of the last century, it opened up ample opportunities for business in automation. Software solutions have replaced manual labor and on paper in accounting tasks, warehouse accounting, document flow, monitoring of the operation of technological equipment.

Important features of the new approach are not only the translation of data into digital, new opportunities for the transmission and analysis of information, but also the integration of data streams of different nature. Now top management and heads of areas received a complete picture of the enterprise's work, the ability to analyze the production load, warehouse stocks and financial flows... Based on these data, more balanced decisions were made, and it became possible to efficiently plan resources.

This approach to organization information systems at the enterprise received the name ERP, and applied solutions for its implementation began to be called EPR-systems. Perhaps this is the simplest and most comprehensive answer to the frequently asked question: “CRM, ERP - what is it?”.

You will be surprised, but accounting automation programs, project management, HR applications - all these are components of the ERP system, its basic functions. Customer relationship management systems, or CRMs, are also part of ERP.

Nevertheless, today the listed functional systems are rarely referred to as ERP. This is because accounting, project management, CRM and some other functions have become popular as independent software modules. Indeed, many companies use only electronic accounting, and the rest of the data is simply entered into Excel.

Arguing about whether accounting and CRM should be classified as ERP, or treated as separate solutions, is a thankless task. Let's leave it to market analysts. It is obvious that the trend towards automation is increasing every year. The listed systems will only gain popularity: license sales and implementation services will increase.

Why Implement ERP?

ERP systems help solve monitoring and planning tasks... In addition, they speed up the work of each department and specific employees. Here are the results of some ERP implementations:

top management can at any time get an idea of the current situation or analyze the company's activities for a selected period;
the time spent on routine operations has been reduced by an order of magnitude, as well as the risks associated with the human factor;
the company received a logical and transparent document flow;
each employee and manager owns information (and only really necessary information).

ERP systems immediately reduce the cost of maintaining production and business processes... In the long term, the positive effect is achieved due to the fact that strategic decisions are made more carefully. A business without an ERP system can be compared to a driver who drives a car with his eyes closed.

The enterprise resource management system is not only the driver's vision, but also the summary data of all devices recorded and accounted for in unified system... ERP is the control of the interaction of engine mechanisms and systems in time, thanks to which the driver can easily determine when to slow down and where to accelerate to achieve maximum results.

Feasibility of implementing ERP systems

If ERP systems are so good, then the question is natural: why today not all enterprises have carried out total informatization, and many are generally limited only to electronic accounting?

The reason is as follows. For an ERP system to be effective, it must take into account the business processes of the enterprise as clearly as possible. Some companies simply cannot formalize their business processes due to a low business culture. Others find it difficult to decide on any changes in their activities, especially if "everything works anyway."

In any case, the process of implementing individual ERPs is slow and expensive. In addition to money, it also takes time. key managers... And if the wrong logic is embedded in the system, then automation can negatively affect both the company's performance and the morale of employees. That is, when implementing it, it is important to attract experienced and competent specialists. It may be that some companies do better to continue working in Excel.

Types and components of the ERP system

ERP systems as large integrated systems can be classified according to the following criteria:

Universal platforms and industry systems. Industry systems are focused on specific business processes. This means that they either have special modules (for example, for calculating an order in printing houses), or the standard functions in them have their own characteristics (for example, distilleries maintain a parallel inventory of products in terms of alcohol). Universal platforms are rarely sold "as is" because there is no such thing as typical businesses... And they, as a rule, are also being finalized for a specific client and his business processes.
Systems for managing the holding and individual enterprises. Everything is simple here. There are solutions for one business entity and complex systems combining and transmitting data over the network of enterprises. Regardless of the type of ERP, typical delivery components include software modules that implement the functions of financial management, accounting, customer relationship management (CRM), human resources (HR), sales, supply chain, production and production assets, and planning. Frequent ERP functionality is project management. At the top level for the top management of the company, modules are created that aggregate information from the lower levels and from individual departments. This is where management reporting is formed, which helps to make the right decisions. In conclusion, we note that the optimization and control of business processes are an absolute must in any commercial activity. The best proof of the necessity and effectiveness of ERP systems is the positive dynamics that companies that have gone through the path of successful implementation are beginning to demonstrate.

ERP system - effective method running a business that helps manage the workflow as a whole, plan the activities of individual business elements of the enterprise, and improve the operation of all production facilities.

You will learn:

What is an ERP system and when is it needed.
What are the advantages and disadvantages of an ERP system.
What are the functions of the ERP system in the enterprise.
How to choose an ERP system.
How to correctly implement an ERP system in an enterprise.
What training is needed for the personnel who will work with the ERP system.
What determines the cost of an ERP system.

What is an ERP system and when is it needed

To better understand the meaning of the ERP system, it is not enough just to know the decoding of these letters (Enterprise Resources Planning) and the translation of this definition into Russian (enterprise resource planning), it is better to study the history of its origin.

At the end of the 20th century, a massive business process automation: PCs quickly spread, programs for financial and accounting, electronic document management, checking the functioning of machinery and equipment were developed for them.

The difference in the principles of doing business was not only in the digitalization of information, but also in the emergence of new methods for analyzing and exchanging data, combining initially different types information. The result of this was the opportunity to see all the work of the enterprise as a whole and to analyze the functioning of its individual areas (work of the main production, warehouse, accounting). The information obtained made it possible to more competently distribute the use of production facilities and make the right decisions.

It was this way of doing business that was called ERP, and software used for this purpose has been identified as an EPR system.

Thus, all programs designed for accounting, personnel management, etc. are parts of an ERP system, while CRM (customer relationship management system) also refers to ERP and is translated as "customer relationship management system".

Currently, all of the above components of the basic configuration of the ERP-system are often used as separate programs. For example, at an enterprise only accounting can be automated, while all other information is stored in various programs of the standard MS Office package.

There is no sense to argue about whether CRM and electronic accounting belong to the components of an ERP system, however, it is clear that over time, the level of automation of business workflows will only grow along with the number of software licenses sold, as well as the volume of software services. installation and further maintenance.

In a situation where the enterprise started its activity quite recently, there is no need for deep automation of work processes. You can prepare documents in standard computer applications, and specify necessary information the director will be able to have someone from the staff. However, along with the expansion of the entire business, the number of operations, documentation, employees increases, which entails the need to store and analyze all information in electronic form.

If the company as a whole does not use an ERP system, then, as a rule, all information is stored in a disorderly manner, which makes it difficult to find it. Sometimes there are situations in which the work of an ERP system is established only in a particular department.

What are the functions of the ERP system in the enterprise

The functionality within which it is possible to use an ERP system depends on the scale and direction of a particular company, the specifics of its work, but in general it should be aimed at general business management. The standard functionality is as follows:

1. Production

drawing up specifications for manufactured goods or rendered services to calculate the volume of required consumables and hours of work of employees;
drawing up plans and managing the work of the company at various scales: from specific production equipment to entire divisions.

2. Finance

drawing up use plans monetary resources organizing and tracking results;
current accounting, accounting for taxes and other payments to the budget and extra-budgetary funds, financial statements and controlling;
work with company assets, which include funds in bank accounts, securities, fixed assets (for example, real estate).

3. Logistics

material supply and dispatch management finished products: maintaining a database of contracts and contractors, drawing up plans and reports on goods in stock, etc .;
preparation of data on all necessary consumables in order to comply with previously calculated production standards.

4. Personnel

personnel accounting and keeping time sheets, drawing up staffing table, payroll preparation;
search and registration of employees;
preparation of workforce plans.

drawing up plans for the sale of products;
preparation and implementation of advertising campaigns and marketing communications;
calculation of prices for manufactured products, development of discount programs, sales, etc.

6. Projects. Reporting

availability in large quantities standard forms reporting on all areas of the organization, as well as the ability to create additional reports;
check and performance analysis enterprises;
development of a general policy for the organization's work, including setting deadlines for each of the tasks set, calculating the resources necessary for these purposes ( Money, materials, staff).

ERP-system in the enterprise: 4 stages of implementation

Full implementation of an ERP system in an organization can take from a couple of weeks to several years (depending on the volume and scale of the company's activities). At the same time, both the company's own IT specialists and employees of the developer company can install the ERP system.

ERP system implementation can be divided into the following stages:

Stage 1. Primary organization

The stage in which tasks are defined, goals are set, after which a technical project plan.

Stage 2. Development of the project

Further, the work of the enterprise is studied: development plans, production processes. This information is the basis for the selection of the structure of the ERP-system, as well as for making adjustments to the technical plan (if necessary).

Stage 3. Project execution

The procedure for the implementation of business processes in the enterprise will be based on the installed ERP system, therefore at this stage it is necessary to transfer data from the accounting systems that were previously used to the ERP system, to unify them with each other. In a situation where it turns out that the modules of the ERP system are not enough for a given enterprise, at this stage it can be refined. At the end of the installation, the basic principles of the ERP system are communicated to the employees of the organization and trial tests are carried out.

Stage 4. Commissioning

On final stage you can find and fix problems that arise during the operation of the ERP system.

What methods are used to implement the ERP system

The following methods can be used to implement an ERP system:

Phased implementation, when the ERP system is introduced into some interrelated processes one by one, which minimizes risks of problems.
"Big Bang" - the whole system is installed at once. This approach can be used in small organization with simple manufacturing processes. In this case, it is necessary Special attention to devote to the testing stage in order to identify all possible errors in the operation of the ERP system.
Deployment is a partial installation of software with subsequent distribution to other structures of the enterprise. On a separate site, the deployment method can be applied both in stages and at one time, since, in general, the risks of unsuccessful implementation are small.

The choice of the ERP system implementation method for each enterprise should be made very carefully, by analyzing the possible costs, as well as taking into account the experience of other companies.

Who teaches staff what an ERP system is

Explaining the basics of working with an ERP system is one of the most difficult parts of implementing it. Doing business using an ERP system can change business processes in an enterprise, which entails the need to carry out on a par with job responsibilities also the functionality associated with the use of this software package... Thus, the main point for the management of the company is to prepare the personnel mentally to work with the ERP-system.

When introducing an ERP system, the problem may arise of ordinary employees' lack of desire to learn how to work with it, because such automation makes the work of the management team easier. In this situation, the solution is to transfer such workers to other positions. Most of the staff, as a rule, think in the future and understand the need for training in order to use the knowledge gained in their work.

On the quality of the learning the effectiveness of the use of the ERP system will depend. Employees should have a good understanding of the basics of her work and have appropriate motivation, because if the staff does not understand for what purposes such innovations are used, then the results of the implementation of the ERP system will not be noticeable. Thus, employees should understand that the use of this software suite can be an important lever to improve the efficiency of the entire enterprise.

You should start training your employees in the basics of working with an ERP system in advance. You can carry out an internal advertising campaign, prepare available information about the goals that will be achieved after the start of using this software package. In a specially developed document - "Strategies for personnel training" - this task is designated first. In this document, all employees of the enterprise are divided into groups depending on the volume of required training activities, and all other training steps are listed.

As a rule, several groups are allocated, into which the entire staff is divided. For example, a separate group can be distinguished company management and middle managers who will directly manage the work of the enterprise and make the necessary decisions. Another group is the part of users who perform the main functionality in working with an ERP system, without delving into the details of business processes, but possessing in-depth knowledge of the operation of the software complex. And the third group is the main part of the employees who will enter the primary data into the program.

The first two groups should be trained by the employees of the organization that developed the ERP system, while the bulk of the personnel from the third group can learn the basics of the program remotely or through those who have already received necessary knowledge colleagues.

Training can be carried out both in training centers consulting agencies, and directly at the enterprise. In some cases, ERP system developers define a prerequisite obtaining the corresponding certificate from the employees of the second group.

Consulting agencies enter into agreements with major vendors such as SAP, Microsoft, Oracle, Sun, Cisco, which gives them the right to train the program and issue supporting documents upon completion of training. Information about this can be found on the official websites of such companies. Domestic developers - Parus and Galaktika - have their own training centers.

ERP system: an example of a successful implementation

One of the enterprises engaged in the production and sale of refrigeration equipment - Howe Corporation(USA) - in order to conduct business more efficiently, decided to implement an ERP system based on a 2nd generation service-oriented architecture (SOA). This made it possible to immediately get results and see the benefits of using this ERP system, since the quality and profitability of all business processes has significantly increased.

This organization was able to better analyze the volume of inventories and the need to replenish them. After the implementation of the ERP system, Howe Corporation has everything necessary tools for planning activities both in the short term and in the longer term, thus avoiding the use of an unreliable calendar method of planning.

Also, all the possibilities of using the ERP-system were assessed and international company Alfa Laval, which has set itself the goal of achieving improvement performance indicators by improving the efficiency of business processes. In one of the Alfa Laval offices in Bulgaria, the ERP system Epicor iScala was used, which helped to implement detailed analysis the use of materials and production raw materials, control the timing of their purchase for the execution of relevant orders, which affected reducing the level of industrial waste... At the same time, since the ERP system fully automated all business processes, this made it possible to reduce the volume of excess products in warehouses, as well as minimize production downtime.

Another company - IO Electronics- can also serve as an example of the successful use of an ERP system. Their goal was to successfully achieve the targets set for the next 4 years.

As the director of IO Electronics said, with the rapid development of activities and the development of other production areas, the profitability of the enterprise can significantly decrease if there are failures in the exchange of information between internal divisions. However, when using an ERP system, all information becomes available online. Upon completion of the task, the ERP system undergoes updates, which allows you to trace the entire production process and see the actual availability of one or another product, as well as avoid an oversupply of inventory in warehouses.

Practitioner tells

How an ERP system has reduced the need for working capital by 40%

Sergey Sukhinin,

Since earlier in our company there was no ERP system, it was impossible to quickly notice changes in the business process, which entailed a shortage of materials for assembling finished products, uncoordinated activities of workshops, deterioration in the quality of the final product and increased consumption of raw materials. All these unnecessary costs could only be reduced by implementing an ERP system.

The main activity of our organization is production, therefore, the tasks of automation of planning and management of business processes were of top priority. Having determined that the ERP system will help us in solving the tasks, we wanted to achieve such goals as:

Increasing the efficiency of spending working capital.
Reduction of inventories stored in warehouses.
Creation of a production program taking into account the available capacities.
Reducing the level of work in progress.
Creation of a general list of materials used in production.
Improving the process of calculating the rate of materials.
Increasing the accuracy of procurement plans, which will help reduce the volume of illiquid stocks in warehouses.

Only after the implementation of the ERP system did we manage to correctly plan the volume of materials required for production upon the analysis of stocks in warehouses, which entailed a reduction in costs for working capital by 40%. Further, such an analysis helps to procure only those materials that are necessary for a specific business process. Also has been optimized organizational structure of the company, which contributed to the reduction of employees in the production and dispatch department by 50% without reducing the quality of work.

We can summarize the following results of the ERP system implementation in our company:

Production balances in warehouses decreased by 60 million rubles.
In all areas of activity, control is carried out based on the results of the analysis of the measured indicators. The income of employees depends on the work they have done or not, and they are independently responsible for this.
The purchase of production raw materials and their further distribution to the workshops are fully controlled.
Remains of illiquid materials decreased by 20 million rubles.
The procurement plan has become optimal; amendments are made to it in a timely manner when such a need arises.
Now it is possible to plan the load on production capacities and, accordingly, the number of workers required for this.

What ERP system is in demand among Russian companies

The software systems that currently exist on the IT market can be developed by domestic and foreign companies... At the same time, they differ not only in the country of development, but also in the built-in functionality.

Foreign ERP systems, such as programs from SAP, Oracle, PeopleSoft, Sage, Baan, Microsoft Business Solution, can be used in enterprises of any category and are examples to follow. However, when working with such systems in Russia, some difficulties may arise:

lack of the required number of specialists trained at the appropriate level for the implementation and further support of the ERP system;
unwillingness of domestic organizations to rebuild established business processes, since foreign management systems have significant differences from those used in Russia;
high cost of implementation.

However, Russian developers are also trying to expand the capabilities of their own software systems in accordance with the needs of customers. Such ERP systems successfully cope with the assigned tasks in the case when it is necessary to automate certain areas of the organization's work and it is not necessary to implement the software complex in the work of the entire enterprise as a whole. An example is the software of the 1C and Galaktika companies.

11 mistakes of ERP-system implementation

To improve the efficiency of an enterprise, installing an ERP system is practically the most expensive and most difficult task. The final cost of implementation, as well as the time required for this, will depend on the number of errors arising in the process.

Mistake 1. Poor planning.

This fact may lead to a misunderstanding of the present and future state of the ERP system, incorrect automation of business processes.

Mistake 2. A superficial analysis of organizations developing ERP systems.

As a rule, the main criterion is low cost, however, sometimes developers deliberately underestimate the cost of services in order to test the implementation process on the first customer. In fact, such an installation may reveal serious flaws and failures in the system.

Mistake 3. Not understanding the needs of the enterprise.

After deciding that it is still necessary to implement an ERP system, the customer company does not fully understand which software modules they need to install. This can be used by unscrupulous suppliers who will include a lot of unnecessary components in the ERP system, or, on the contrary, the installed functionality will not be enough.

Mistake 4. Underestimation of time and material costs.

Incorrect determination of the timing of implementation and the cost of installing an ERP system can lead to unreasonable expectations of a rapid increase in the efficiency of business processes.

Mistake 5. Lack of qualified employees at the customer enterprise.

The team of the enterprise must include employees with a sufficient level of knowledge in any area, from management and accounting to accounting in a warehouse, purchasing materials, etc.

Mistake 6. Lack of priorities.

If you do not initially set the correct priorities, then during the installation of the ERP system, you will often have to switch between different tasks, and this can lead to a delay in the installation process, the occurrence of unforeseen problems, etc.

Mistake 7. Insufficient training of personnel.

If you do not show employees all the functionality of the ERP system and how to use it, the organization's personnel may refuse to work in the system altogether or use its capabilities only partially.

Mistake 8. Underestimation of the accuracy of the primary information.

Because key point The work of an ERP system is an analysis of information, the result of its work will largely depend on the correctness of the initial data. You should avoid typing errors and carefully check the specified information.

Mistake 9. Using outdated applications.

Very often, enterprises use both an ERP system and previously installed software in parallel - there is a duplicate data entry. Thus, the terms of the final implementation of the ERP system are increased.

Error 10. Lack of a test period.

Sometimes testing of the installed software package is carried out only on a few users, which does not allow us to timely see all the shortcomings and the actual load on the ERP system.

Error 11. Lack of a plan for maintenance and implementation of updates.

Without this, the software package will soon become irrelevant. For the hardware component of the ERP system, it is necessary to regularly increase production capacity, since the volume of processed information will also grow. The software component may require adjustments in the event of, for example, changes in legislation.

These mistakes are the most common, but each company may have individual problems. To minimize them, you need to carefully prepare a plan for installing an ERP system at each stage.

What determines the cost of an ERP system

The final price of the ERP system will be a combination of the following components:

Prices of the software package itself: the main set of modules and additional components.
Installation service costs.
Making improvements and adjustments to the program based on the needs of the customer company.
Further service and support.

To reduce the cost of implementing an ERP system, it is necessary first of all to pay attention to Russian suppliers, since foreign programs have a higher purchase price and require significant changes to be made in order to comply with domestic legislation.

Expert opinion

ERP system implementation cost the company $ 2.5 million

Sergey Sukhinin,

Head of the Department of Automated Control Systems, JSC "Scientific and Production Complex" Elara ", Chuvashia

The license to install the ERP system cost us $ 470,000, and the total implementation price was $ 2,500,000. However, already in the process of using the ERP system, a positive effect was achieved, while the costs were fully reimbursed 1.5 years after the installation of this software package.

Information about experts

Sergey Bratukin, director of practice "Distribution" Columbus IT & Russia, Moscow. Sergey Bratukin in 1997-2005 worked as a consultant in Russian division Columbus IT. Participated in the implementation of large-scale projects for the implementation of ERP-systems in companies such as "Torgovaya Ploschad", MVO, "Old Man Hottabych", "Formula Kino", "Avtomir" and others. International consulting company Columbus IT provides consulting services for the selection, implementation and maintenance of corporate information systems, as well as management consulting. Founded in 1989 in Denmark, currently it has offices in 28 countries around the world. Over the eight years of Columbus IT's operation in Russia, more than 200 enterprises have become clients of the company, including SSM-Tyazhmash, TD Perekrestok, Dixy, L Etual, Unimilk, Istok, Toyota and many others

Sergey Sukhinin, Head of the Department of Automated Control Systems, JSC "Scientific and Production Complex" Elara ", Chuvashia. JSC "Scientific and Production Complex" Elara "" is a leading Russian manufacturer of flight and navigation systems, automatic and remote control systems, onboard computing technology and display systems for aircraft military and civil aviation. Within the framework of a cooperation agreement with JSC Russian railways»JSC" Elara "is preparing for the production of devices and systems for the railway transport of Russia.

In the 60s, the use of computer technology began to automate various areas of enterprise activity. At the same time, a class of material requirements planning systems (MRP - Material Requirements Planning) appeared. The operation of such systems was based on the concept of a product specification. The BOM showed the finished product in terms of its constituent components. The production program contained information on the time interval, type and quantity finished products planned for release by the enterprise. The BOM and MPS were used to explode the specification, on the basis of which the company received information about the material requirements for the production of the required number of finished products in accordance with the MPS. Then, the requirements information was transformed into a series of purchase and production orders. Also, in this process, information about the remains of raw materials and materials in warehouses was taken into account.

Despite the high efficiency of MRP systems, they had one significant drawback, namely, they did not take into account the production capacity of the enterprise in their work. This led to the expansion of the functionality of MRP systems by the Capacity Requirements Planning (CRP) module, thus emerging MRPII systems for planning all enterprise resources (including financial and human resources). As a result of the improvement of MRPII systems and their further functional expansion, a class of ERP systems appeared.

The main ERP differences systems from MRPII systems can be considered:

more types of industries and activities of enterprises and organizations;
resource planning for different directions activities;
the ability to manage a group of autonomously operating enterprises, corporate structures;
more attention to subsystems financial planning and management;
availability of management functions for transnational corporations, including support for multiple time zones, languages, currencies, accounting systems;
greater attention to the creation of an enterprise information infrastructure, flexibility, reliability, compatibility with various software platforms;
integrability with applications and other systems used by the enterprise, such as computer-aided design systems, process control automation, electronic document management, e-commerce;
presence in the system or integration with by software decision support;
availability of advanced tools for setting and configuring hardware and software.

It should be noted that this is not the end of the history of the ERP system, since the result of a combination of a traditional enterprise ERP system with Internet solutions for e-business there was a concept new generation systems - ERP II - Enterprise Resource and Relationship Processing. This system allows you to manage the resources and external relations of the enterprise. , which have, as it were, two control loops: the traditional internal one, which manages the internal business processes of the enterprise, and the external one, which manages interactions with counterparties and product buyers. ERP II system is an ERP system methodology with the possibility of closer interaction of the enterprise with customers and contractors through information channels provided by Internet technologies.

HISTORY OF ERP SYSTEMS

In the early 60s, due to the growing popularity of computing systems, the idea arose to use their capabilities for planning enterprise activities, including planning production processes... The need for planning is due to the fact that the bulk of delays in the production process are associated with delays in the receipt of individual components, as a result of which, as a rule, in parallel with a decrease in production efficiency, there is an excess of materials in warehouses that arrived on time or earlier than planned. In addition, due to the imbalance in the supply of components, additional complications arise with taking into account and tracking their condition in the production process, i.e. it was virtually impossible to determine, for example, to which batch a given constituent element belongs in an already assembled finished product. In order to prevent such problems, the MRP (Material Requirements Planning) methodology was developed. The implementation of a system working according to this methodology is a computer program that allows you to optimally regulate the supply of components to the production process, controlling stocks in the warehouse and the production technology itself. The main task of MRP is to ensure the availability of the required quantity of required component materials at any time within the planning period, along with the possible reduction of permanent stocks, and therefore the unloading of the warehouse.

To increase planning efficiency, in the late 1970s, Oliver White and George Plosle proposed the idea of a closed loop in MRP systems. The idea was to propose to consider a wider range of factors in planning, by introducing additional functions. It was proposed to add a number of additional functions to the basic functions of planning production capacities and planning material requirements, such as monitoring the conformity of the quantity of manufactured products to the quantity of components used in the assembly process, drawing up regular reports on order delays, on the volume and dynamics of product sales, on suppliers, etc. etc. The term "closed cycle" reflects the main feature of the modified system, which consists in the fact that the reports created during its operation are analyzed and taken into account at further planning stages, changing, if necessary, the production program, and therefore the order plan. In other words, additional functions provide feedback in the system, providing planning flexibility with respect to external factors, such as the level of demand, the state of affairs with suppliers, etc.

Subsequently, the improvement of the system led to the transformation of the closed-loop MRP system into an extended modification, which was later called MRPII (Manufactory Resource Planning), due to the identity of the abbreviations. This system was created to efficiently plan all resources manufacturing enterprise, including financial and personnel. In addition, the MRRPII class system is able to adapt to changes in the external situation and emulate the answer to the "What if" question. MRPII is the integration of a large number of individual modules such as business process planning, material requirements planning, capacity planning, financial planning, investment management, etc. The results of the work of each module are analyzed by the entire system as a whole, which, in fact, ensures its flexibility in relation to external factors. It is this property that is the cornerstone of modern planning systems, since a large number of manufacturers produce products with a deliberately short life cycle requiring regular improvements. In this case, there is a need for automated system, which allows you to optimize the volumes and characteristics of products, analyzing the current demand and the situation in the market as a whole.

WITHThe MRP II (Manufacturing Resourse Planning) standard was developed in the USA and is supported by the American Production and Inventory Control Society (APICS). APICS regularly publishes the document "MRP II Standart System", which describes the basic requirements for information production systems... The latest edition of this industrial standards system came out in 1989.

MRP II is a set of proven, sound management and control principles, models and procedures to improve performance. economic activity enterprises. The idea behind MRP II is based on a few simple principles, such as dividing demand into dependent and independent. MRP II Standart System contains a description of 16 groups of system functions:

Sales and Operation Planning.

Demand Management.

Master Production Scheduling

Material Requirement Planning

Bill of Materials.

Inventory Transaction Subsystem.

Scheduled Receipts Subsystem

Shop Flow Control

Capacity Requirement Planning

Input / output control.

Purchasing (Logistics).

Distribution Resourse Planning

Tooling Planning and Control

Financial Planning (Financial Management).

Simulation

Performance Measurement.

With the accumulation of experience in modeling production and non-production operations, these concepts are constantly refined, gradually covering more and more functions.

In its development, the MRP II standard went through several stages of development:

60-70 years - planning the requirements for materials, based on data on stocks in the warehouse and the composition of products, (Material Requierment Planning)

70-80s - Cloosed Loop Material Requirment Planning, including the preparation of a production program and its control at the workshop level,

late 80s-90s - based on data received from suppliers and consumers, forecasting, planning and production control,

90s - Planning distribution and resource needs at the enterprise level - Enterprise Resourse Planning and Distributed Requirements Planning.

In recent years, planning systems of the MRPII class in integration with the financial planning module FRP (Finance Requirements Planning) have been called ERP (Enterprise Requirements Planning) business planning systems, which allow the most efficient planning of the entire commercial activities modern enterprise, including financial costs for equipment renovation projects and investments in the production of a new product line. In Russian practice, the feasibility of using systems of this class is determined, in addition, by the need to manage business processes in conditions of inflation, as well as severe tax pressure, therefore, ERP systems are necessary not only for large enterprises, but also for small firms leading active business. (Based on articles G. Vernikova)

Since 1999, a new trend has been noted in the development of ERP systems. The developers began to develop new functionality of the system, which went beyond the traditional framework of automation and optimization of business processes within the framework of the ERP methodology. Traditionally, the ERP concept involved, first of all, working with the internal resources of the enterprise: resource planning, careful inventory management and ensuring transparency of production processes. Now the functionality of the system began to be supplemented by such modules as SCM (supply chain management) and CRM (customer relationship management), which are responsible for optimizing the external relations of the enterprise. At the same time, there was a differentiation of concepts: the control loop, traditional for ERP, was called back-office, and external applications that appeared in the system were called front-office. These changes allowed the American analytical company Gartner Group to declare in 2000 the end of the era of ERP and the emergence of a new standard - ERP II (Enterprise Resource and Relationship Processing), which can be translated as "Management of internal resources and external relations."

There are three main directions that determine the development of ERP II class systems:

Deepening ERP functionality.

The emergence of technologies to simplify the process of creating specialized industry solutions.

Creation of new and improvement of existing modules for managing intercorporate business processes.

The shift in emphasis to the inter-corporate sector in the new systems is due to the accelerated development of e-commerce and the establishment of interactive interaction of the company with their partners, suppliers and customers via the Internet. Therefore, systems of class ERP II receive a Web-oriented architecture, which becomes a significant difference from ERP-systems. The data used in ERP II systems is designed for use in a geographically dispersed Web community. In addition, ERP II systems can be fully integrated into the Internet, can work with data that is not located in its own repository, can support publication or subscription initiated by the client, can interact with other applications using EAI - adapters (EAI - Enterprise Application Integration ) and XML language.(gorod.ru)

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