The most popular ten-year road of Lenovo informati

2022-08-07
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Lenovo's ten-year road to informatization

23-year-old Lenovo has grown into a high-tech and diversified large enterprise group, with R & D investment between 6% and 7% of its annual output value. Through the operation and absorption of SAP system, it has established a relatively perfect management process and mode, which has laid a solid foundation for the development of the enterprise

from the successful implementation of ERP project to today, Lenovo has never stopped its informatization. After the re transformation of the information platform, Lenovo has risen to a new level from the management concept to the management mode, and has initially established a modern management system

10 years ago, Lenovo Group entered a period of rapid growth, with increased internal management pressure and increasingly fierce external competition. On the one hand, Lenovo needs to expand the scale of the enterprise, reduce costs and bring management to a new level. On the other hand, Lenovo needs to achieve diversified development and improve the competitiveness of the enterprise

in this context, considering the controversial ERP system in the late 1990s, Lenovo is determined to integrate the solutions of internal resource management, introduce foreign business management concepts and methods, improve Lenovo's management level, and create a new Lenovo

was controversial because the concept and function of ERP caused widespread debate in the business and academic circles at that time. "If you don't go to ERP, you will die. If you go to ERP, you will die." Liu Chuanzhi's famous saying can well reflect Lenovo's decision-making difficulties at that time. However, it is also setting the tone for Lenovo's informatization - you must go to ERP

after a series of model selection research activities, Lenovo Group officially signed a contract with sap in 1998. SAP provided ERP software (i.e. SAP r/3 system) and cooperated with Deloitte, a consulting company, to jointly implement the ERP project. Through the cooperation of all parties, Lenovo ERP project was officially put into operation in 2000

the scale of the new project is comprehensive, including five modules of SAP software: financial accounting, management accounting, sales and distribution, material management, production planning, and human resource management

5 modules run through the whole business process, while the human resources module provides basic personnel data for all modules, assists the management in making management decisions, and realizes the reorganization, integration and integrated management of business processes

can calculate the tensile energy absorption

through the implementation of ERP, Lenovo has improved the overall management ability, standardized the business process, reduced the operation cost, improved the overall operation efficiency, and provided a support system for enterprises to comprehensively carry out e-commerce in the new economic era

module transformation to improve supply chain management

by 2004, Lenovo Group had established a diversified and international development idea, and it itself had grown into a veritable large enterprise group: 44 independent accounting legal entities, 15 independent accounting business units, 179 profit centers, 32 functional departments, more than 1400 cost centers, and more than 12000 employees. Each month, it generates a turnover of more than 2 billion yuan, more than 40000 orders, and threeorfour thousand expenses

the business field has also developed from Lenovo brand computers in the late 1990s to it consumer products, notebook computers, large servers, system integration and Internet business

this is closely related to Lenovo's decision to insist on information transformation and drive enterprise management innovation and progress with information. From the perspective of history, Lenovo's growth and Lenovo's Informatization Transformation Project are a double spiral structure. Informatization promotes Lenovo's growth, which in turn promotes the deepening of informatization transformation

after importing the ERP system, Lenovo first introduced the human resource information management module, production planning and material management module. The HR module meets the information needs of the management for different companies and positions, and provides a sufficient basis for organizational structure adjustment; The production planning and material management module solves the bottleneck problem from inventory to the front end of production, and improves the production efficiency

the improvement of production efficiency makes Lenovo put forward higher requirements in terms of product production quality and supplier management. Therefore, the production quality management module is introduced and the supplier management function is added to the whole system platform. This transformation makes Lenovo strengthen the management of production quality and suppliers

for example, the workshop management system in the production quality management module will automatically transfer the configuration of the machine under each serial number, the model and manufacturer of each part and other information to facilitate service

the user maintenance information generated in the customer relationship management system will also be transferred to the production and quality control system for their analysis and judgment, reserve spare parts according to the information, and continuously improve the product quality

multi system integration to achieve customer customization

with the transformation of production quality and supply chain management, Lenovo found that if the supply chain is linked with customer orders, and the supply is based on the market and the production is based on orders, changing the enterprise's promotion to the user's demand, it will reduce inventory pressure, shorten the production cycle, adapt to market changes, and improve competitiveness and adaptability

therefore, the elimination method: replace the oil Lenovo with suitable viscosity, rebuild the information platform again, and integrate the supply management, customer management and the original ERP system through the e-commerce platform of sap, making Lenovo change from the conventional production by inventory mode to the coexistence mode of production by inventory and customization according to customer demand

in terms of sales, the complete distribution system has been transformed into a system dominated by distribution, with key customers and marketing coexisting. Through the customer information database, Lenovo has established a consistent interface between the enterprise and each user, and each user's visit (whether at the station or on site), each purchase behavior and each visit are recorded

as long as the customer dials Lenovo service, the customer service personnel can immediately obtain the user's previous consultation, purchase and service records through the system, better and more targeted answer the customer's questions, and improve enterprise efficiency and customer satisfaction

for the products that also need to meet the maximum demand of customers for comfortable use, prepare safety stock and use long assembly lines for production, so as to supply goods quickly. If it is not in the safety stock, it will be produced according to the order, which requires a flexible mode of unit production. At present, Lenovo has 54 unit production lines, which can produce 54 varieties of customized products at the same time

the customer relationship system, supply chain management system and other information systems are organically connected, and the purchase and inventory

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