參考國外的一些文獻資料，一個成功的ERP項目，往往要花費數(shù)年時間，數(shù)千萬美元得以完成。再回頭看國內(nèi)，隨著ERP懷疑論的抬頭，價格戰(zhàn)的興起，ERP作為一種軟件供應(yīng)商的產(chǎn)品，卻有走下神壇趨勢。就連ERP界的首領(lǐng)SAP也推出了Business One產(chǎn)品，價格低于十萬。不過，即便ERP軟件能做到免費，或如IBM推崇的按需收費的境界，從整個企業(yè)實施的角度，考慮到人員、培訓(xùn)、維護、業(yè)務(wù)重組、二次開發(fā)、三次、n次開發(fā)，其費用應(yīng)該也在數(shù)百萬乃至千萬人民幣的規(guī)模。這對于國內(nèi)企業(yè)而言，已是不小的數(shù)目了。
但是，還是有不少企業(yè)懷著美麗的夢想，踏上ERP實施的艱辛之旅。其中又有不少項目以失敗告終。而對于那些最后的幸存者，是否就可以還戟入倉，飲酒高歌呢？
事實上，企業(yè)在成功實施ERP項目后，將面對較實施前更大的風(fēng)險。在未來的五到十年中，是否有一個扎實的ERP風(fēng)險管理機制將決定了企業(yè)是否能在最初的ERP投資中真正獲益。
1998年Thomas H. Davenport在哈佛商務(wù)評論發(fā)表了名為《將企業(yè)放入企業(yè)系統(tǒng)》的文章(Putting the ent ERP rise into the ent ERP rise system)。該文系統(tǒng)地提出了企業(yè)系統(tǒng)，或稱ERP系統(tǒng)給企業(yè)運作帶來積極及消極的引響。同時也直接提出了未來企業(yè)必須面對的一個風(fēng)險：將整個企業(yè)放入企業(yè)系統(tǒng)中的風(fēng)險。
按照美國項目管理協(xié)會對風(fēng)險的定義，“風(fēng)險”是指對項目有利或不利的不確定因素。
項目是“為完成某一獨特的產(chǎn)品或服務(wù)所做的一次性努力”，項目的“獨特性”決定了


Refers to the overseas some literature material, a successful ERP project, often needs to spend several year times, number thousands of US dollars can complete. Again turns head looks at the home, along with ERP skepticisms gaining ground, price war starting, ERP took one kind of software supplier's product, has actually goes down the god world tendency. ERP leader SAP also promoted Business the One product, the price has been lower than 100,000.Even if the ERP software can achieve free, or like the IBM esteem according to the boundary which must collect fees, implements the angle from the entire enterprise, considers the personnel, training, the maintenance, the service reorganization, the re-development, three, n development, its expense should also in several 1,000,000 and even surely the scale. This speaking of the domestic enterprise, already was not the small number. 　　
But, some many enterprises harbor the beautiful dream, steps the ERP implementation the difficult travel. In which also has many projects to be defeated comes to an end. But regarding these final survivors, whether can the halberd be also put in storage, drinks wine to sing loudly? In fact, the enterprise implements the ERP project after the success will face implements a bigger risk. In future five to ten years in, some solid ERP risk management mechanism had decided whether the enterprise can obtain benefits truly in the initial ERP investment. In 1998 Thomas H. Davenport has published named "Puts in Enterprise System" the article in the Harvard commerce commentary (Putting the enterprise into the enterprise system).This article proposed systematically the enterprise system, or called the ERP system the operation brings for the enterprise positive and negative directs the sound. Simultaneously also directly proposed the future enterprise will have to face a risk: Puts in the enterprise system the entire enterprise the risk. According to US Project management Association to the risk the definition, "the risk"