管理实践案例集外企

KarlMayerTextileTheLargestTextileMachineryManufacturerinThe通过金蝶K/3ERP的作业成本管理系统，完美地实现了企业成本管理目标，达到ThroughtheOperationCostManagementofKingdee'sK/3ERP,KarlMayerperfectlyfulfilsthecostmanagementgoalandsatisfiestherequirementsraisedbytheHeadquarters85%以上。纺织机械是由德国纺织机械制造公司公司双方共同投，，产，并按德国总部的标准进行生产管理。根据战略未来将加大的生产ERP系统方面，对于生产、成本的精细化管理要求非常高，因此希望选择一家产品成熟、服务完善的本土管理软件供应商作为合作伙伴。2005年，，，K/3ERP中的预测冲销和订单驱动来组织生产。由于产品价值高，每台机器需要零部件大3000个左右，因此企业非常关注生产成本的控制，要求能够核算到每张单的成本也不同。通过金蝶K/3ERP的作业成本管理模块，完美地实现了企业成务单核算的成本计价出库时根据德国总部的要求可按平均价核算半成品或产成品的通过成功实施金蝶K/3ERP系统，规范了企业的运作管理，加强了业务控制点，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.企业Challengestothe>Costingdemandsarecomplicatedandhardforlean>SchedulingdataarepresentedinmanuallyformulatedEXCELsheets;asaresult,dataflowscannotbecollectedandmeasuredinatimelymannerandcollaborationbetweendepartmentsremainslowBenefitsof>Order-drivenbusinessesbuiltupasmoothsupplychain>ThecostysisofSalesOrdersisreind,soasto