管理實踐案例集外企

KarlMayerTextileTheLargestTextileMachineryManufacturerinThe通過金蝶K/3ERP的作業(yè)成本管理系統(tǒng)，完美地實現(xiàn)了企業(yè)成本管理目標，達到ThroughtheOperationCostManagementofKingdee'sK/3ERP,KarlMayerperfectlyfulfilsthecostmanagementgoalandsatisfiestherequirementsraisedbytheHeadquarters85%以上。紡織機械是由德國紡織機械制造公司公司雙方共同投，，產，并按德國總部的標準進行生產管理。根據戰(zhàn)略未來將加大的生產ERP系統(tǒng)方面，對于生產、成本的精細化管理要求非常高，因此希望選擇一家產品成熟、服務完善的本土管理軟件供應商作為合作伙伴。2005年，，，K/3ERP中的預測沖銷和訂單驅動來組織生產。由于產品價值高，每臺機器需要零部件大3000個左右，因此企業(yè)非常關注生產成本的控制，要求能夠核算到每張單的成本也不同。通過金蝶K/3ERP的作業(yè)成本管理模塊，完美地實現(xiàn)了企業(yè)成務單核算的成本計價出庫時根據德國總部的要求可按平均價核算半成品或產成品的通過成功實施金蝶K/3ERP系統(tǒng)，規(guī)范了企業(yè)的運作管理，加強了業(yè)務控制點，Asachiefmanufacturerforgloballyresearching,develoandproducingwarpknittingmachineseries,KarlMayerkeepsitsleadingstatusintermsoftechnologythroughouttheworldanditsglobalmarketshareretainsover85%.KarlMayerTextileMachinery.isco-investedbyKarlMayer(Germany)andNipponMayer.ItisanimportantproductionbaseofKarlMayerinSoutheastAsiaandeveninthewholeworld,aimingatprovidinghigh-qualifywarpknittingmachinesthroughadvancedmanagementmodesandexcellentprocessdevices.StrictMake-to-Order(MTO)isemployedbyKarlMayer,themaindesignscomefromHeadquartersinGermany,thecustomizedproductionisappliedin andtheproductionandmanagementareincompliancewiththestandardsintheHeadquarters.Accordingtothegroupstrategy,KarlMayerwillwidenitsproductionscalein inthefuture.WithrespecttoERPsystemselection,theHeadquartersraiseshighrequirementsforleanmanagementofproductionandcost.Therefore,alocalmanagementsoftwarevendorwithmatureproductsandperfectservicesisexpectedtocooperate.In2005,KarlMayersignedtheofficialcooperationagreementwithKingdee.Atpresent,KarlMayermakesproductionnsbycombiningMake-to-Order(MTO)withMake-to-Stock(MTS),andarrangesproductionthroughforecastoffsetandorder-driveninKingdee'sK/3ERP.Duetoahighvalueofproducts,about3,000componentsareneededineachdevice.Therefore,the putssignificantemphasisonthecontrolofproductioncost,requiringtheimplementationofcostingtotheextentofeachManufacturingOrder,eachcostcenteroreachcostitem.BecauseeachManufacturingOrderofKarlMayermaydifferinitsprocessingtimeandmaterialstagingatdifferentcostcenters,thecostsofManufacturingOrdersmaydifferfromeachother.BasedontheOperationCostmoduleofKingdee'sK/3ERP,KarlMayerperfectlymeetstherequirementsof costmanagementtocalculatethecostinaccordancewiththeManufacturingOrdergeneratedfromERPsystem;topricethesemi-finishedorfinished-productsuponreceiptinaccordancewiththecostbytheManufacturingOrder;tocalculatethedeliverycostofsemi-finishedorfinishedproductsupondeliverybasedontheweightedaveragepricetomeettherequirementfromtheHeadquartersinGermany.BysuccessfullyimplementingKingdee'sK/3ERP,KarlMayerstandardizesoperationmanagementandenhancesbusinesscontrolpoints,thusfurtheravertingthe operationrisksandimprovingthecommunicationefficiencyandcollaborationcapabilitybetweensales,warehouseandproductiondepartments.ThisfullysatisfiesthemanagementrequirementsfromtheHeadquartersinGermany.企業(yè)Challengestothe>Costingdemandsarecomplicatedandhardforlean>SchedulingdataarepresentedinmanuallyformulatedEXCELsheets;asaresult,dataflowscannotbecollectedandmeasuredinatimelymannerandcollaborationbetweendepartmentsremainslowBenefitsof>Order-drivenbusinessesbuiltupasmoothsupplychain>ThecostysisofSalesOrdersisreind,soasto