Starch additive purchase and application

1. The evolution of enterprise informatization

Over the past two decades, the development of information technology has grown by leaps and bounds. In the 1970s, it was dominated by large-scale computers. Microcomputers were widely used in the 1980s. They entered the Client-Server portfolio in the 1990s and the e-commerce era began in 2000. Its rapid development is hard to imagine.

With the continuous improvement of computer hardware, enterprise information has also undergone an evolutionary process. There are three stages of management software terminology in the practice of enterprise management:

1) Seventies: MRP I (Material Requirement Planning), Material Requirements Planning;

2) Eighties: MRP II (Manufacturing Resource Planning), Manufacturing Resource Planning;

3) Nineties: ERP (Enterprise Resource Planning), Enterprise Resource Planning.

The characteristics of enterprise informationization over the past two decades can be summarized as follows:

1) The continuous improvement of the integration of information processing and decision-making processes. Early computer systems were mainly used for data processing such as accounting, document printing, and order processing. The computer integrated manufacturing system that began in the late 1980s is different from the earlier data processing system. The focus is on the integration of information processing and decision-making processes in the manufacturing system. With the rapid development of computer hardware and software, the integration of information processing and decision-making has reached a criss-cross and well-ordered stage. In general, there are three levels of integration:

a). Internal (information) integration: The integration of information processing and decision-making processes within an enterprise's internal business processes, such as the integration of information and decision-making by various departments such as product design, order entry, and production scheduling. This is also the premise of the company for knowledge management.

b). Horizontal (functional) integration: Integration of business processes and production processes, such as sales, production, inventory, delivery, integration of accounting systems, forming orders, scheduling, production, delivery, collection of accounts. The automatic information transfer and conversion process from the order entry to the production schedule to the machine controller can be completed within minutes. This drastically shortens the entire delivery cycle.

c) Vertical (industry) integration: the integration of the enterprise with the outside, ie, the integration of the enterprise with the customer and the supplier's corresponding system. E-Commerce is the integrated tool to form the customer, warehouse, and factory. One finger pass. Customers can enter orders via the Internet to check the progress of each order, such as production, inventory, delivery, billing records, etc. Customers are looking for records, information inquiry and exchanges of different departments of the company. This kind of tool for different companies to share information through the Internet enables enterprises to provide customers with perfect services to help them achieve their business goals.

2). Business software evolved from general software to industry software. Early computer systems were mainly used for data processing such as accounting, document printing, and order processing. Commercial software at the time was highly versatile, for example accounting software could be used in various industrial industries. The computer systems that began in the late 1980s focused on helping manufacturers increase productivity and provide value-added services to vendors. The corresponding commercial software must be industrial, such as production scheduling. At the same time, software developers must have a fairly deep understanding of the industry in order to informatize the business process. What often happens is that commercial software that is used very successfully in a certain industry may not be able to be processed in another industry at all. Successful industry software developers must have a fairly deep knowledge of the industry's production and management.

2. Enterprise Resource Management System for Carton Factory

First, let's take a look at the management features of the carton factory. All the management functions of a carton factory can be summarized into four major parts, as shown in Figure 1.

1) Accounting management;

2) Human resources management;

3) Business operation management can be further divided into:

a. Sales Management;

b. Production management;

c. procurement management;

4) Logistics process-related control and management systems, such as corrugating machine production management systems, printing press production management systems, etc. In the domestic carton industry, due to the influence of Taiwan's carton industry, people often refer to accounting management, human resource management, and corporate operation management as office systems, and corrugated machine production management systems as production management systems.

In the domestic carton industry, due to the influence of the carton industry in Taiwan, people often refer to accounting management, human resource management, and corporate operation management as production management systems.

The carton factory has the following features:

1) General-purpose and industry-specific functions: As the arrows on the map move downward (ie, close to the logistics-related control and management system), the system functions become more and more industrialized. The functions of accounting management and human resource management are similar in all industries, but the control of each machine is very industrial. For example, the production management of corrugating machines can only be used for corrugating machines and not for controlling any other. machine.

2) Regionality of universality: Although functions such as accounting and human resource management are similar for all industries, their versatility is often limited to one region or country.

3) The international nature of the industry's functionalities: The company's operational management, machine control systems are based on specific industries, but management methods and technologies are internationally common in specific industries.

4) Real-time: As the arrow on the chart moves down (ie, close to the logistics-related control and management system), information exchange becomes more and more real-time. That is, when the accounting business can be processed once a week or monthly, the control of the corrugating machine must be immediate and without any errors.

In theory, an enterprise resource management system (ERP) should include support for all of the above management functions. In practice, this is impossible. the reason is