制药企业数字化转型项目顶层规划方案

一、业务流程框架  企业业务流程框架通常分为五级，本次项目流程规划到三级（L3),每级 流程定义如下：  一级流程：流程框架代表企业中最高层次的流程，通常分为战略类、运营类、支持类流程。  二级流程：流程组代表一组流程，通常描绘一组相关或相似的活动与任务组合在一起。  三级流程：流程场景是二级流程中每一组业务活动的展开，从业 务活动的视角定义完成每一个二阶活动所需 经历的具体步骤和关联关系。  四级流程：子流程分类表示执行流程时进行的关键事件分类。  五级流程：具体活动是四级流程中每一具体步骤的展开，用具体 的泳道图形式绘制成一张流程图，图中包含 流程步骤、部门岗位、输入输出、流程管理 要求等。   业务管理流程框架分三级  一级流程：战略，二级流程：运营  ，三级流程支撑。二、从寻源到付款    全面加强采购能力，同时注 重核心能力的提升，通过端到端的采购流程优化，补助 企业的短板环节，依托先进的系统管理方法，搭建采 购管理平台，增强外部协同和内部 效率。三、从计划到产出   按照ISA95的分层结构构建 数字化工厂的应用集成，依托MES和WMS实现供应链现场 执行的信息化、数字化、自动化，围绕ERP系统构建从计划到产出的核心业务流程，符合GMP要求，在一体化基础上，进一步加强产销 计划协同，实现先进计划调度。四、从订单到收款   围绕生态伙伴的全生命周期 实现开发、成长、服务及画 像与洞察的管理提升，提升订单交付效率。符合GSP要求 的同时，完善物流的在线管理，打通生产公司到销售公司的系统衔 接，实现各系统主数据统一、业务 场景紧密集成，以顶层设计开展营销费用的全生命 周期管理，实现费用的运营洞察，建立数字化的组织， 提升公域到私 域的运营能力，围绕消费者需求和 消费旅程开展精细化运营.五、全面质量管理   重点满足GMP管理要求对采购、生产、仓储、销售等各个环节，实现全面的协同和管控，GMP旨在最大限度地降低药品生 产过程中污染、交叉污染以及混 淆、差错等风险，确保持续稳定 地生产出符合预定用途和注册要 求的药品。ERP需要在生产过程中有有效的检 查和控制机制，保障入库的产品 质量合规。六、财务管理转型   财务核算优化：从“六统一”入手，规范财务核算体系，推进ERP建设与覆盖，实现 业财一体化。   资金报账优化：依托资金管理平台，加强资金集中管理与运营，与ERP系统紧密集成 提升资金支付效率。   全面预算管理：基于企业战略，建立从预算到执行的全面预算管理闭环，实现对绩效 的全面监控。   运营模式转型：构建财务共享服务中心，发挥专业服务优势，将业务财务从日常事务 释放，面向不同层面创造更大价值。七、基础数据管理   信息化建设：增强系统集成的便利性， 降低接口成本、数据清洗和 维护成本等。   运营分析：统一的主数据标准，对数的 存取、加工处理、分析带来 极大的便利。   资源整合：合作伙伴的唯一性编码，可 加强各事业部分子公司 的协同和共享，同时实现企 业级风险管控   供应链优化：统一物料主数据避免一物多 码、可有效支持规模化集中 采购、集成的供应链产销计划。财务核算；标准的科目数据，为财务核 算、报表分析对比提供基准。八、ERP系统规划   企业资源计划（ERP)。业财一体，供应链协同， 关联交易协同平台，主要与企业内部运营相关，包括采购、库存、生产、销售、质量、财务、设备维护、项 目管理等模块。   资金管理系统（TR)。集中管理各分子公司账户 资金；担当与银行系统之间的桥梁。   全面预算管理 系统（TBM）。承接集团公司战略，指导 生产经营。   报表合并系统（BCS）。满足法定报表的对外报送； 满足国贸集团的监管需求。   财务共享平台（FSS）。集中处理整个***集团的 费用报销、总账、固定 资产、往来收付款业务。   主数据管理平台（MDM）。统一整个企业的主数据管 理体系。    IT治理规划。全面提升IT定位：为支撑*** 的数字化战略和业务发展，必须全面提升IT定位，实现IT  管理的持续提升，完成从支撑业务到引领业务的转变，创造更多的价值。   IT管理优化：结合*** “十四五”战略解读及现状调研输入，建议重点推进四大IT管理 优化举措。

I. Business Process Framework
The enterprise business process framework is generally divided into five levels, and this project plans the process up to Level 3 (L3). The definitions of each level are as follows:
- Level 1 Process: The process framework represents the highest-level processes in an enterprise, which are usually divided into strategic, operational, and support categories.
- Level 2 Process: A process group refers to a collection of related or similar activities and tasks.
- Level 3 Process: A process scenario is the elaboration of each set of business activities in Level 2 processes, defining the specific steps and associated relationships required to complete each Level 2 activity from the perspective of business activities.
- Level 4 Process: Sub-process classification represents the classification of key events during process execution.
- Level 5 Process: Specific activities are the elaboration of each step in Level 4 processes, which are visualized as flowcharts using specific swimlane diagrams, containing process steps, departmental positions, input/output, process management requirements, etc.
The business management process framework is divided into three levels: Level 1 Process: Strategy; Level 2 Process: Operations; Level 3 Process: Support.

II. Source-to-Pay
Comprehensively strengthen procurement capabilities while focusing on the enhancement of core competencies. Through end-to-end procurement process optimization, we will make up for the weak links of the enterprise. Relying on advanced system management methods, we will build a procurement management platform to enhance external collaboration and internal efficiency.

III. Plan-to-Output
Build the application integration of digital factories in accordance with the layered structure of ISA95. Relying on MES and WMS, realize the informatization, digitization and automation of on-site supply chain execution. Build the core business process from planning to output around the ERP system, which complies with GMP requirements. On the basis of integration, further strengthen the collaboration of production and marketing planning to realize advanced planning and scheduling.

IV. Order-to-Cash
Realize management improvement of the full lifecycle of ecological partners, including development, growth, service, profiling and insights, to enhance order delivery efficiency. While complying with GSP requirements, improve online logistics management, connect the systems between production companies and sales companies, realize unified master data across systems and close integration of business scenarios. Carry out full-lifecycle management of marketing expenses through top-level design, achieve operational insights into expenses, build a digital organization, enhance operational capabilities from public domain to private domain, and carry out refined operations around consumer needs and customer journeys.

V. Total Quality Management
Focus on meeting GMP management requirements for all links including procurement, production, warehousing and sales, and realize comprehensive collaboration and control. GMP aims to minimize risks such as contamination, cross-contamination, mix-ups and errors during drug production, and ensure the continuous and stable production of drugs that meet intended uses and registration requirements. The ERP system needs to have effective inspection and control mechanisms during the production process to ensure the quality compliance of products put into storage.

VI. Financial Management Transformation
1. Financial Accounting Optimization: Start with the "Six Unifications" to standardize the financial accounting system, promote the construction and coverage of ERP, and realize business-finance integration.
2. Fund Reimbursement Optimization: Rely on the capital management platform to strengthen centralized capital management and operations, and closely integrate with the ERP system to improve capital payment efficiency.
3. Comprehensive Budget Management: Based on the enterprise strategy, establish a comprehensive budget management closed-loop from budgeting to execution, and realize comprehensive monitoring of performance.
4. Operating Model Transformation: Build a financial shared service center, leverage the advantages of professional services, free business finance from daily routines, and create greater value for different levels.

VII. Basic Data Management
1. Informatization Construction: Enhance the convenience of system integration, reduce interface costs, data cleaning and maintenance costs, etc.
2. Operational Analysis: Unified master data standards greatly facilitate data access, processing and analysis.
3. Resource Integration: Unique coding for partners can strengthen collaboration and sharing among subsidiaries of various business divisions, and realize enterprise-level risk management and control at the same time.
4. Supply Chain Optimization: Unified material master data avoids multiple codes for one item, effectively supports large-scale centralized procurement and integrated supply chain production and marketing planning.
5. Financial Accounting: Standard account data provides a benchmark for financial accounting and report analysis and comparison.

VIII. ERP System Planning
1. Enterprise Resource Planning (ERP): Integrate business and finance, supply chain collaboration, and related transaction collaboration platform, which is mainly related to internal enterprise operations, including modules such as procurement, inventory, production, sales, quality, finance, equipment maintenance, and project management.
2. Treasury Management System (TR): Centrally manage the capital of accounts of all subsidiaries; act as a bridge between the enterprise and banking systems.
3. Comprehensive Budget Management System (TBM): Undertake the group's strategy and guide production and operation.
4. Reporting Consolidation System (BCS): Meet the external submission of legal reports; meet the regulatory requirements of the *** Group.
5. Financial Shared Service Platform (FSS): Centrally handle expense reimbursement, general ledger, fixed assets, and accounts receivable and payable business of the entire *** Group.
6. Master Data Management Platform (MDM): Unify the master data management system of the entire enterprise.
7. IT Governance Planning: Comprehensively improve IT positioning: To support the digital strategy and business development of ***, it is necessary to comprehensively improve IT positioning, achieve continuous improvement of IT management, complete the transformation from supporting business to leading business, and create more value.
8. IT Management Optimization: Combined with the interpretation of ***'s 14th Five-Year Plan strategy and current situation research inputs, it is recommended to focus on promoting four major IT management optimization measures.

搜集汇总

背景与挑战

背景概述

该数据集概述了制药企业数字化转型的顶层规划方案，涵盖业务流程框架、采购优化、数字化工厂、订单管理、质量管理、财务转型、数据管理及ERP系统规划等核心模块，旨在通过系统化方法提升企业运营效率和合规性。