2025年企业资源规划(ERP)报告

Introduction Everyyear,our ERP Report analyzes the latest trends,challenges,andoutcomes associated with enterprise software projects. This year’s report highlights how businesses are evolving their technologystrategies by prioritizing cloud-based solutions and emerging technologies, likeartificial intelligence (AI). At the same time, organizations are facing ongoing challenges in the realm ofmanaging data and addressing organizational silos. Whetheryou’re embarking on an ERP implementation or a digitaltransformation,The 2025 ERP Reportoffers valuable lessons for enabling data-driven decision-making. Table of Contents 01.Respondent Overview 02.Software Selection & Implementation Decisions Understanding the Enterprise Software Vendor LandscapeDeployment & Hosting DecisionsType of ProjectProject ApproachThird-Party Guidance0809111415 03.People & Process Decisions Business Process ManagementOrganizational Change Management1819 04.Project Results Business BenefitsProject CostProject Duration212325 05.Conclusion27 06.About Panorama Consulting Group28 Respondent Overview Jan 2024 – Jan 2025Data Collection Timeframe 150.5 Median Number of Software LicensesPurchased 172Number of Respondents 55.2%Percentage of MultinationalOrganizations $400.5 millionMedian Annual Revenue 750.5Median Number of Employees Industry Breakdown Geographies Where Companies Have at Least One Location SOFTWARE SELECTION& IMPLEMENTATIONDECISIONS Understanding the Enterprise Software Vendor Landscape Panorama Consulting categorizes ERP systems into Tiers based on factors such astarget organization size, vendor revenue, target number of users, and other factors,such as functional complexity: Tier I These systems are designed for enterprises with more than $750 million in annual revenue. Mostenterprises of this size are complex, either due to complex operational processes or complexity in theirentity structure and consolidation needs. Tier I applications address multiple industries and scalability. EXAMPLES SAP S/4HANA, Oracle Fusion Cloud ERP, Infor CloudSuite Upper Tier II These systems typically serve small to midsized organizations with $250 million to $750 million in annualrevenue. Organizations of this size may encompass multiple industries and multiple business units. EXAMPLES Microsoft Dynamics 365 Finance, IFS Cloud, Sage X3, Epicor Kinetic, DELMIAworks, Microsoft Dynamics365 Supply Chain Management Lower Tier II These systems typically serve small to midsized organizations with $10 million to $250 million in annualrevenue. These organizations usually represent only one industry and have a single entity to manage. EXAMPLES NetSuite ERP, SYSPRO, Acumatica, Rootstock Tier III There are hundreds of software providers in this tier serving mostly smaller organizations. However,there are also some very robust point solutions with niche functionality that are often used to supplementa larger ERP system. EXAMPLES Aptean, ECI, ASC Deployment & Hosting Decisions Cloud adoption remains high, reflecting the continued pivot away from traditional ITarchitectures toward cloud-first models. In a rapidly changing business environment, organizations are prioritizing solutionsthat enable quick adjustments to market demands, evolving customer expectations,and supply chain disruptions. Organizations are also responding to the pressure of staying technologically current.Cloud environments often make it easier to adopt emerging technologies such asartificial intelligence, machine learning, and advanced analytics. Organizations had a Strong Preference for SaaS Deployment The strong SaaS preference within cloud deployments signals a continued demand forrapid scalability, simplified maintenance, and lower upfront costs. SaaS solutions enable organizations to move away from high CapEx models, allowingmore nimble financial management—especially critical for mid-market firms withconstrained IT budgets. Furthermore, the SaaS advantage of faster deployment aligns with the drasticallyreduced project timeline (9 months vs. 15.5 months in last year’s report), possiblyindicating that organizations are achieving value realization faster than before. Additionally, the preference for SaaS may reflect a more profound cultural shift:businessesincreasingly value tools that align with a distributed workforce anddynamic operational environments. This evolution suggests that the future of ERP isnot just about cloudcomputing; it’s about leveraging SaaS ecosystems to drivecontinuous innovation. Type of Project With 50.4% of organizations opting forERPimplementations in last year’sreport,and61%pursuingERPimplementationsmostrecently,itappearsthatcompaniesareincreasingly focused on stabilizing corebusiness processes rather than chasingtransformative ambitions. Our study focused on three differenttypes of IT projects: 1.Digital business transformationisa business-focused project that typicallyinvolvesthe creation of new d