As the saying goes, when the forest is big, there are all kinds of birds. In the process of ERP project implementation, project bidding is a very important and difficult work. With so many bids, how to find a satisfactory partner quickly? In order to improve the efficiency of bidding, our experience is that before bidding, we should set some hard indicators to screen out some companies that do not meet the requirements or conditions, so as to achieve the purpose of screening. Combined with this bidding process, I would like to share some experiences and summaries that may be helpful to everyone: (1) Strictly limit the industry qualification of bidders. Generally speaking, in order to ensure full competition, qualified ERP vendors should be allowed to participate in bidding as much as possible. However, it is also necessary to avoid too many bidders, which will cause unnecessary burden to both parties. For example, dozens of suppliers and service providers can provide ERP software and implementation services. If we all let them bid, we will be very tired and lack pertinence when evaluating bids. Therefore, it is suggested that ERP manufacturers should screen their qualifications according to certain rules before bidding. For example, different industries generally have different versions of ERP. If the ERP software of the clothing industry is taken to the machinery manufacturing industry to be implemented, it is obviously wrong and will make a joke. Therefore, the first screening condition is to look at the industry to which the enterprise belongs, strictly limit the qualifications of bidders, and initially screen out some unqualified or inappropriate ERP vendors. After eliminating ERP software that is not suitable for your own industry, you can narrow the scope of bidding and improve the pertinence of the software. Therefore, we suggest that the qualifications and qualifications of bidders should be restricted and screened before bidding. Although this work may take us a little time, it is very worthwhile. (2) Set the threshold of key requirements and clarify the conformity of substantive functions. After the first-level screening, we will still receive many bids, and it is still more troublesome for us to screen. For example, when evaluating bids, we found a phenomenon that made us laugh and cry. Many software companies spend thousands of dollars on the preparation of tender documents, coated paper and color printing, which gives us the impression that the printing is exquisite and the weight is quite large. But unfortunately, the contents are patchwork and fabricated, and even many tenders are similar. In some basic contents, you copy me and I copy you, and there are not many original ideas. To this end, you must not choose those manufacturers who have good public relations but weak strength and lack experience in implementing industry needs. After you get the money, you have to ask him for it. Therefore, we must set evaluation thresholds for some key functions as indicators for further evaluating these functions. Another advantage here is that when we look at their bids, we don't need to look at the whole thick content, just look at whether these key functions are satisfied, which can greatly save our time and energy. There is a special term for this in bidding, which is called "substantive response". (3) Take the secondary development strength as an important threshold for project bidding. At present, most ERP systems are packaged software, and packaging software often cannot meet all the needs of enterprises. Enterprises need to carry out some necessary secondary development on the basis of the original software package. Sometimes the speed and effect of secondary development will directly affect whether the project can be launched on time and the effect of the project. Therefore, there are two basic requirements for secondary development: first, it should be completed in time, and the overall progress of the project should not be affected by secondary development; Second, the function of secondary development should be closely combined with the existing function, and there should be no obvious loopholes. Don't underestimate these two seemingly simple requirements, which are actually very difficult for ERP vendors. On the one hand, the secondary developers of ERP vendors are often limited, or the number of customers is often disproportionate to the secondary developers. When the number of customers is large, enterprises have to wait in line for secondary development. If you have time to queue for a month, it will greatly affect the progress of ERP projects. On the other hand, secondary developers are generally different from the original developers, which will lead to differences in technical capabilities. Therefore, when inviting tenders for ERP projects, we should not only pay attention to the factors such as software function, implementation consultant and price, but also consider the technical ability of secondary development of ERP manufacturers, and take secondary development as an important threshold. (4) the price is the second, and the content contained in the price is the first. In the bidding work of general goods procurement, the lowest price can be given priority. However, from the perspective of ERP project, this is very unreasonable. Anyone who has been in charge of ERP projects knows that it is not difficult to get an ERP project online, but it is very difficult to get good results. For example, some irresponsible ERP vendors will just put ERP software online and then collect the project payment. As for the subsequent use of this software, they don't care. Therefore, in the process of ERP bidding, we should not pay too much attention to the product price, but should pay attention to the contents of the bidding price. For example, some ERP vendors separate the software implementation cost from the software authorized price, while others combine them into one; Some will provide free service for three years, while others will only provide free service for one year. After one year, a few percent of the contract price must be charged as the maintenance fee. Therefore, when bidding, it must be clear which parts are included in the bid price. Whether the software licensing fee is included, and how to share the accommodation and fare of the implementation consultant need to be clearly defined. Only under a unified benchmark can prices be compared with each other; If there is no unified benchmark, it is meaningless to simply compare prices. After these four rounds of assessment, there are generally only three to five alternative partners left. The last job may be price war and human relations. Of course, it is up to the leaders to make the final decision. In fact, according to my observation, no matter which ERP manufacturer, it can successfully pass the carefully set threshold assessment and basically meet our requirements. In other words, even if we finally get the cooperation right of our project through personal connections or price advantages, we are fully capable of serving our ERP project well. In short, if we want to eradicate the root of ERP failure, we must do a good job in bidding for ERP projects. The method is: find your own enterprise characteristics and key needs, carefully set the bidding threshold, and avoid the risk of ERP projects to the greatest extent. At the same time, as long as every link of the bidding process is carefully implemented and selfless, fair and just, then the bidding work will be completed with high quality.