A New Model of Implementing Enterprise Resource Planning in the Context of Business Process Reengineering

More and more companies are implementing their Enterprise Resource Planning (ERP) project to build their competence in the tense market. But the failure rate of such implementation is very high, especially in China. The reason is that most companies don't use Business Process Reengineering (BPR) to change the operating process but overly depend on ERP to change the resources and logical systems. In fact, the introduction of the ERP package would be a kind of BPR because work habits are tuned in to the functions of the ERP package. The implementation of ERP must suit to the BPR, and get the support of BPR. The ERP package must be selected to meet the company's BPR themes. By comparing some models of ERP and BPR, the thesis builds a new model to implement ERP under BPR context.