The hottest SAP management software helps Shanghai

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SAP management software helps Shanghai Mitsubishi become the leader in information technology

Shanghai Mitsubishi Elevator Co., Ltd. (SMEC) (hereinafter referred to as Shanghai Mitsubishi) is a Sino foreign joint venture established in 1987, with a total investment of US $200million and a registered capital of US $155 million. The company occupies 188700 square meters of ground area and has more than 1770 employees

after 18 years of development, Shanghai Mitsubishi has become the largest elevator manufacturer and distributor in China, manufacturing 103000 elevators in total, realizing a total sales revenue of 40.1 billion yuan. The sales revenue and total profits and taxes increase at an average rate of 27.41% and 23.55% each year. At present, it has 30 directly affiliated branches across the country

Shanghai Mitsubishi began to carry out enterprise information construction and establish the company's information system since 1994. At present, the information system has covered the company's headquarters and 30 branches. In May, 1999, it passed the acceptance and appraisal of the national CIMS theme office and the Shanghai Science and Technology Commission, and was rated as the national advanced enterprise in CIMS application, and won the second prize of the 2000 Shanghai Science and technology progress award. From 2002 to 2004, it was included in the "enterprise informatization in the whole manufacturing process" project of Shanghai Science and Technology Commission and the National 863 plan. In 2004, Shanghai Mitsubishi was once again selected as one of the "top 500 Chinese enterprise informatization enterprises" by the national informatization evaluation center, and won the "best computer aided design application Award" in the special award of the top 500 Chinese enterprise informatization enterprises of the year

the power comes from within the enterprise

according to the plan formulated at the initial stage of Shanghai Mitsubishi joint venture, its production scale is at the level of 2000 units per year. Due to the small production capacity, Shanghai Mitsubishi basically adopted manual management in the first few years of its establishment

by the early 1990s, the annual output of Shanghai Mitsubishi had broken through this scale and was still growing rapidly. With the increasing expansion of production capacity, the increasingly complex management, and the increasing number of branches scattered throughout the country, it soon broke through the effective limit of manual management

therefore, Shanghai Mitsubishi began to gradually invest a small amount of PCs in the technology, production, planning and management departments, and allowed each department to prepare programs according to their own needs for workshop management, production planning management, wage management, elevator formula management, financial computerization, etc., to cope with the growing business work

in 1992, Shanghai Mitsubishi gradually formed an independent small-scale computer system within the major departments for this reason, which facilitated the exchange and sharing of data within the departments. However, for different departments, due to the lack of unified planning from the perspective of the company, the systems are not connected, the data formats are different, and even the data copied with floppy disks cannot be used in different departments, resulting in serious duplication of data output and input, low efficiency, and isolated information, which seriously restricts the development of the company

in this situation, Shanghai Mitsubishi is determined to cope with this increasingly serious challenge through information transformation

confusion about model selection

Shanghai Mitsubishi started model selection in 1994 and began to implement the informatization project in 1996. It has gone through the selection process of informatization partners for more than two years. During this period, through training, the leaders of middle and high-level enterprises in Shanghai Mitsubishi were exposed to many advanced management concepts, and gradually identified the needs of the enterprise

however, due to the special and complex technical system of Shanghai Mitsubishi, the elevator drawing system is a very complex configuration structure. Shanghai Mitsubishi has investigated many software, which cannot provide a satisfactory solution to Shanghai Mitsubishi. On the other hand, at that time, Shanghai Mitsubishi had introduced engineering information system (EIS) in its design, so whether the two systems (the other is enterprise information management system) can be well combined in the future is also a matter of concern to Shanghai Mitsubishi

therefore, when SAP appeared in front of Shanghai Mitsubishi in 1995, Shanghai Mitsubishi had a bright feeling: SAP has a very successful ERP implementation experience in Europe, the function applicability of r/3 software is good, and it provides a powerful development tool

at that time, the management concept of r/3 software was very advanced, and its own function was powerful regenerative medicine

r/3 software system has excellent openness and integration, which makes the information management system and engineering information system can be well integrated

sap has experienced consultants and a good implementation team, which can not only solve the problem, but also help Shanghai Mitsubishi grasp the scale and put forward suggestions on the key link of opening up China's plastic machinery enterprise market. In addition, the reliability and convenient maintenance of the system also make Shanghai Mitsubishi feel very reassured

therefore, although SAP had not officially entered the Chinese market at that time, Shanghai Mitsubishi urgently began to cooperate with SAP, and even carried out standardization training and basic data preparation in advance. Comprehensive and in-depth application of SAP r/3 system

Shanghai Mitsubishi has formulated the strategy of informatization implementation according to the actual situation of the enterprise. "Comprehensive planning, step-by-step implementation, benefit driven, easy first, difficult later". In 1996, Shanghai Mitsubishi introduced SAP r/3 (enterprise resource planning, or ERP) system for enterprise resource planning management. After more than 8 years of implementation, the modules of finance, 4, adjusting the middle beam to suitable for high sales, production control, material management and so on have been fully applied

The implementation of the sales module includes customer management, project forecast, project inquiry, project quotation, contract management, invoice management, deposit management, sales inventory management, configuration management, etc

the implementation of production module includes formula management, packing list generation, work center management, process management, bill of materials management, demand management, MRP planning, production order management, workshop control, order information system, etc

the implementation of material management includes supplier management, purchase contract management, purchase order management, invoice management, warehousing management, delivery management, three-dimensional warehouse management, and warehouse information system

the implementation of financial management includes general ledger, accounts receivable management, accounts payable management, branch financial management, expense budget, reporting system, etc

the implementation of installation and maintenance management includes installation contract management, installation plan, installation process control, installation invoice, maintenance plan, installation cost accounting, etc

seek benefits from informatization

the output of Shanghai Mitsubishi increased from 5700 units in 1996 to 15 units in 2004 with little increase in employees

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