ERP sandbox simulation simulates the operation of an enterprise through an intuitive business sandbox. Let's experience the whole process of enterprise operation in a series of activities, such as analyzing the market, formulating strategies, organizing production, overall marketing and financial settlement, and realize the limitation of enterprise resources. It can not only mobilize our subjective initiative, but also make us feel the wonderful and cruel market competition faced by an enterprise operator, and take on business risks and responsibilities, so as to deeply understand the management thought of ERP, understand the scientific management law and improve management ability. It is an honor to form our team with the partners in Group D. The simulation activities include the following steps: 1. Submit advertising fees and compete for orders. Everything is difficult at the beginning, and this step is a crucial step in the whole simulation. Chief Operating Officer predicts production capacity according to the number of production lines, and provides data support for CSO to grab orders. According to the market situation provided by CIO, the productivity of the company and the forecast analysis of competitors, CSO communicates with CFO to determine the expenditure of advertising fees. When the advertising fee ranking is released, CSO chooses the most favorable product order for the company according to the data in hand under the existing circumstances. 2. Production and delivery according to the order. This step is well done. Because it has been carefully predicted in advance, the logistics director will spend money from CFO according to the order, and the chief operating officer will carry out orderly production according to the production line capacity, and deliver the goods after the order is completed to get the payment. 3. Decision on production scale. This step is mainly completed by the COO, CSO and CFO***. CSO predicts the future market demand according to the market trend analysis, and the Chief Operating Officer makes decisions on the number of production lines, the types of production lines (manual, semi-automatic, fully automatic and flexible), and the idleness and utilization of the factory buildings according to the data. 4. Market expansion and product development. CSO analyzes the market and predicts the future market trend and product trend. According to the analysis results, through communication with CFO, different funds were invested in different markets (local, regional, domestic, Asian and global) and different products (P 1, P2, P3 and P4) and ISO9000 and ISO 14000 certification. 5. Capital operation. It can be said that CFO is the hardest in the whole simulation. The chief financial officer and financial assistant must record the inflow and outflow of each fund. At the beginning of each year, CFO forecasts the capital situation of the whole year, and decides loans (long-term loans and short-term loans), discounts and usury according to the forecast to ensure the continuity of liquidity. There are no people engaged in financial work in our group, so CFO's task is very arduous, and it takes a lot of time to prepare the final financial statements. 6. lead the overall situation. In the whole simulation process, the CEO seems to be the most relaxed, without piecemeal work, just making decisions on each decision. In fact, because there is no specific scope of responsibilities, the CEO's workload has been enlarged, and every step should be involved in decision-making, strictly control the company's operating progress, and implement the implementation of employees. As far as my own participation in the learning and simulation process is concerned, I got the following inspirations: 1. Teamwork is the most important thing. No matter how capable a person is, it is impossible to face the mask. The most important ability of a team leader is to plan as a whole, coordinate and use resources effectively, and mobilize the enthusiasm of the team and teammates. ERP sand table training requires eight roles for the whole organization: CEO, CFO, financial assistant, chief operating officer, CIO, CSO, logistics director and human resources director. The CEO needs to be calm, fully authorized, responsible for personnel scheduling, monitoring the progress and leading the overall situation; CFO and financial assistant need to be clear-headed, abide by the articles of association, have strong financial ability and strictly control the entry and exit of assets; The chief operating officer needs to master the production trends, the number of production lines and the capacity forecast; CIO needs to keep an eye on all sides, listen to all directions, always pay attention to market trends and obtain all kinds of information; CSO needs courage, keen tentacles, strong market analysis ability and strong forecasting ability; Logistics director needs to order raw materials accurately according to orders and production capacity, so as to minimize cash flow and maximize profits; The director of human resources needs to assist with logistics support. While emphasizing "performing their duties", we should also emphasize "unity and cooperation" among various departments. If CSO doesn't do detailed market analysis, it doesn't know what kind of products and markets to develop; Without knowing what products and markets to develop, the chief operating officer can't discharge the correct output, nor can he judge whether the production line should be updated; Without knowing the specific situation of scheduling and production line, the logistics supervisor can't update the material order correctly; The inaccurate calculation of material order is directly related to CFO's cash budget. All this requires the overall arrangement and planning of the CEO. It can be seen that these eight roles are interlocking and indispensable. Only by working together for the same strategic goal can we achieve the greatest results. And how to achieve the maximum effectiveness, we must do a good job of communication and trust between the various roles. We need to exchange our plans, decisions and opinions. Once there is a problem, the first thing that comes to mind is how to solve the current predicament, get rid of the vicious circle as soon as possible, win valuable time and ensure good operation in the future. Then, everyone should look for reasons from themselves, dare to admit their mistakes, and ensure that they will try not to make mistakes in their future work. Other members should also treat their peers with tolerance, and consider that others should also be responsible for their own mistakes, because his work is closely related to himself and he did not remind him in time before making mistakes. 2. Don't be arrogant in winning, and don't lose with grace. Because running such an "enterprise" requires a kind of perseverance to ensure that the enterprise's finance is in the optimal state. Excessive funds indicate that funds have not been operated and have not been fully utilized; When the funds are insufficient, there will be many discounts, which will affect the rights and interests. The most important thing is that as long as you discount, you will fall into the whirlpool of a vicious circle. It is very difficult and takes time to get out of this predicament and jump out of this whirlpool, and the time value and opportunity cost are the most incalculable losses for the development of an enterprise. Therefore, every time you make a plan, you should consider all factors comprehensively. The main feeling of everyone is that finance is always tight and money is not enough. If you want to be rich, you must sell more products. If you want to sell more products, you must go to more production lines and more raw materials, and you must have money. Therefore, it is such a ring structure. To enlarge this ring, the key is to see where to open it and not to break the whole ring. It is necessary to think carefully, and it is important to keep a clear head at all times. Don't be carried away by victory, don't be intimidated by difficulties, and don't be arrogant when you win. 3. Keep learning while making mistakes. This sentence not only criticizes the cruelty of war, but also reveals a deeper management problem-that is, it is extremely expensive to rely entirely on management practice to train practical managers. No organization or individual can bear such a huge training cost. Although battlefield experience can cultivate invincible generals, large-scale job rotation is also an effective way to cultivate operational management talents, but these methods will also make organizations pay high training costs and bear huge failure risks. But in the sand table simulation training, I think the more mistakes, the greater the gains. No matter how many low-level and ridiculous mistakes are made, how many shortcomings are exposed, and how many mistakes are made in decision-making and implementation, it will not cause any actual economic losses. However, those painful lessons and failure experiences in simulation operation can make us have a deeper and more concrete experience than actual combat in a specific competitive environment. 4. Establish strategic thinking. I used to think that strategic thinking is just the direction of enterprise development formulated by enterprise leaders, which is a very general and difficult concept to measure. Through learning, I see that strategic thinking should be held in the consciousness and actions of the members of the organization from beginning to end, that is, thinking about problems as a whole, not just considering the problems of their own departments. In addition, how to establish the enterprise's strategy is also a very important issue. Ignoring the "current" consciousness of enterprise's long-term development cannot restrict the formation of managers' strategic deep thinking, which will directly damage the sustainable development and long-term interests of enterprises. Modern professional managers must establish future consciousness based on reality, because only in this way can managers in China get rid of snobbery and humility, return to responsibility and integrity, reflect the value of managers, and make enterprises in China develop continuously and move towards the future. The design idea of sand table simulation training fully embodies the relationship between history and logic that must be followed in the development of enterprises, which depends on the strategic setting of enterprises from birth to development. The management team is required to make responsible decisions for future development on the basis of seeking current actual interests. Through simulation, I deeply realized the causal relationship between reality and the future, and the historical responsibility that managers must bear. Learn to make and evaluate enterprise decisions with long-term strategic thinking. 5. Used in group decision-making. Whether an organization is mature or not is obviously marked by its ability to form and use organizational wisdom. The role of communication, cooperation and group consciousness in future enterprise competition has attracted more and more attention from far-sighted organizations. Enterprises in China urgently need to get rid of the traditional misunderstanding of arbitrary decision-making, because we have heard too many successful stories of talents and are infected by an overly strong corporate heroism complex. Today, when the heroes of the past staged the same tragic Farewell My Concubine and the stupid escalation of commitment again and again, the conclusion is obvious: the old road of establishing competitive advantage only by relying on special resources has come to an end, and the competition of enterprises tends to organize the contest of collective wisdom. Under the great pressure of competition and time, in order to win, we must quickly establish an efficient team with superior ability, form the complementary advantages of a single team, and make accurate judgments and correct decisions on environmental changes by using team wisdom. In a group of inexperienced people, if they do things according to their own responsibilities and don't want others to intervene, it is undoubtedly narrow and has no development. At this point, our team members made a big mistake. More often, each department negotiated a decision and then waited for the CEO's decision. Slowly, we found this problem. In the later simulation operation, although I was only a logistics director, I also put forward many opinions on the problems of other departments. I believe I played an important role in this team. It is the first time for everyone to contact ERP sand table, and many places have not been estimated well. In the experience of success and failure, we learned management knowledge, mastered management skills, felt the true meaning of management, strengthened communication and understanding among students, and realized the spirit of teamwork. ERP sand table simulation turns abstract book knowledge and cases into vivid simulation of real shopping malls, which makes me really understand that enterprise management is definitely not rigid, and it takes keen observation and courage to open up markets, and accurate calculation is needed for finance and production. I really realized the hardships of enterprise management and being a CEO. As the CEO of an enterprise, you need to have good communication, coordination and the ability to know people well, superb management skills and abilities, and advanced management concepts. You should stand at a strategic height and point out the direction for the development of the enterprise. It is also necessary to take care of all aspects of all departments of the enterprise from the perspective of actual operation of the enterprise, and finally maximize the value of the enterprise. With the rapid development of China's economy and the acceleration of economic globalization, the era of knowledge economy characterized by networking, digitalization and informatization has arrived, and the management ideas and means of enterprises are constantly changing. ERP with advanced management ideas and functions has been recognized and accepted by more and more enterprises, and its successful functions such as information integration, market forecast, overall analysis, total quality management, cost management and project management have been initially highlighted. Through the ERP sand table simulation experiment, I deeply feel that if modern enterprises want to be stronger and bigger, they must make reasonable and effective use and planning of various resources, that is, implement enterprise ERP. Finally, I have a little reflection. It is when we seriously abide by the rules that we are the last. However, many teams that adopt various means to operate irregularly have achieved good results. This may be more like today's society, where there are too many hidden rules, so that serious enterprises have fallen. However, enterprises that use illegal means to accumulate original capital and enterprises that exploit loopholes to make huge profits have grown rapidly. Maybe many years later, these behaviors will be discovered, but the enterprises that have fallen because of their unfair competition have long since ceased to exist. This may also be what we need to think deeply in future business activities.