中国石油股份实施ERP的思考——基于中国石油华北天然气销售公司的实践

摘要

ERP implementation was rolled out in division branches at the end of 2007, the preparation of PetroChina North China Gas Marketing Company ERP project was started from May 2008, and the implementation was started from November, 2008. During the implementation period of PetroChina North China Gas Marketing Company ERP project, not only the traditional accounting theory was impacted, but also the basic accounting work. In the long run, the implementation of fusion system of ERP and FMIS can integrate the technology platform of PetroChina and enhance the overall competency. Therefore, the traditional accounting processes should be changed during the PetroChina ERP implementation, and in order to ensure the accuracy and timeliness of underlying data, the data maintenance should be enhanced, in the mean time, the mechanism of management and operation of the system should be built, last but not least, building the mechanism of internal control to manage risks.%自2007年底开始，中石油在地区公司推行ERP，华北天然气销售公司从2008年5月开始组织ERP项目建设，2008年11月开始实施。华北天然气销售公司在实施ERP过程中对传统会计务实理念产生了冲击，对公司的会计基础工作也产生了影响。从长期看，实施ERP与FMIS融合系统能整合中石油的技术平台，提高企业的整体竞争力。因此，中石油在ERP的实施中，应改变传统会计观念，加强基础数据的维护，保证基础数据的准确性和实效性，完善ERP系统的配套管理机制和运行机制。建立配套的内部控制机制．做好风险管理工作。