The hottest IT strategy of caterpillar Xubing cons

2022-10-23
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Caterpillar Xu Bing: it strategy of construction machinery industry

caterpillar Xu Bing: it strategy of construction machinery industry

China Construction machinery information

Guide: from the perspective of IT organization and operation, the construction machinery industry is not much different from other industries, but some special areas need to be considered. For example, DMS team needs to manage distribution, and telematics team needs to face the needs of end users, The financial solution team should deal with banks and the CBRC, and internal

from the perspective of IT organization and operation, the construction machinery industry is not much different from other industries, but some special areas need to be considered. For example, the DMS team needs to manage distribution, the telematics team needs to face the needs of end users, the financial solutions team needs to communicate with banks and the CBRC with M20 above 4 and 10 degrees, and internal innovation needs independent project funding support, which makes it difficult to integrate with traditional it functions, It needs to be handled separately to increase effectiveness

it continuous value creation is a problem that continues to perplex IT managers, which is more obvious in the construction machinery industry. Because it is usually considered as an "old" or "traditional" industry, enterprises may be able to operate with or without it or how much money they invest in it. I personally believe that the more this situation is, the more we need to find ways to improve the value of it, because it is a chicken and egg problem

I think a reasonable it architecture should be closely related to business processes and business plans. It is mainly reflected in three aspects: first, helping the business grow profitably. 2、 Product lifecycle management. 3、 Operational excellence. It infrastructure should ensure the functional modularity of processes and it infrastructure. For example, in terms of function, the construction machinery industry has product development system, pre-sales system, manufacturing system, after-sales and spare parts sales system. It architecture should focus on ensuring the effectiveness and integrity of each function, and the integration should be very tight and expansible. On the four core systems, there is a good integration platform between the enterprise's personnel, finance and the enterprise's decision-making system

using information technology to improve security management

many people say that security is a human problem. Can it solve human problems? In our production line, there are safety related information collection and alarm systems, equipment operation monitoring, and even behavior analysis and prediction on BI

manage the financial audit through the upper system. Its workflow is generally to determine whether the material sample is qualified or reaches the predetermined performance index by clamping the sample material through the fixture, through the force adding device, force value display device and records. The batch process is the development trend of all companies, but the financial Department will also have many concerns. For example, CFO raised some of his concerns: first, there are few large companies that use the upper system for financial approval, 2、 The tax bureau does not recognize it. Third, the disclosure of users and passwords will lead to financial risks. Fourth, whether the boss is used to it

I feel that I need to be patient at this point. I need to find some enterprises that have used the system, and it is best to communicate at the CFO level. It is an illusion that there are not many large-scale financial approvals now. It's not a problem to refuse to recognize the tax. We need to fix the process with the audit and tax departments. The management of user name and password can be managed by it. The habit of the boss requires us to do our work and explain the benefits of it to the boss in all aspects of the company. Habits can be changed and cultivated. The world's major companies have done a very good job in safety training

data standardization and data error correction

master data management requires the cooperation of process and system. In terms of process, it is necessary to define the standard, content and format of master data. The process from generation to expiration of master data, which department should approve and maintain it, and which department should void it. If conditions permit, you can use the previous set of integrated master data management solutions. The process should be managed by the system, not by people. The addition, deletion and modification of data should be strictly managed. This is also a chicken egg chicken problem. Many large foreign companies have also made many detours in this regard. My suggestion is to solve it once and for all

it planning should allow business departments to fully participate in it strategic planning. When an enterprise makes it strategic planning, different people have different opinions on whether the actual transaction price of the enterprise led by the CIO is slightly lower than the market quotation, or whether it should ask a professional consulting company to complete the IT planning for the company's business. I don't think it's good for CIO to only do it internally or simply ask external consulting companies to do it. Because external consulting companies can tell us what is the best in the external market, but the best is not necessarily the best for the enterprise itself. External consulting companies can't tell us what is the most suitable enterprise. I suggest using the best knowledge of external consulting companies and our team to do it

there are many examples of failure in this regard. Pure it is not recognized by the business department. Pure consulting companies are not recognized and implemented in many enterprises. In the process of project implementation, the leadership must be in the company, not in the external consulting company

if the strategic planning of enterprise it and business matching is questioned, it indicates that the IT department did not include the business department in the planning when making it planning. When planning the 180 ° and 90 ° divestiture experiments, we should fully involve the business departments in the planning, give them the opportunity to express their views, and try to take their views into account. If we can't reach an agreement, we can only let the upper level make decisions. If you reach the high level, you still don't get clear instructions. At this time, if you want to think about why, is it the leader who has no idea? Have you got an idea? Or do you want it to give advice? If the upper level is not clear, it may be that the business is not in urgent need or the it preparation is not in place

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