erp外文翻譯資料

1、<p>　　中文4600字，2250英文單詞，12000英文字符</p><p><b>　　翻譯原文及譯文</b></p><p><b>　　1．英文原文</b></p><p>　　How to Successfully Implement ERP the First Time</p><

2、;p>　　When enterprise resource planning (ERP) implementations fail to deliver, it's usually because management hasn't taken the time to structure the organization to take advantage of these systems.</p>

3、<p>　　R.Michael Donovan</p><p>　　Many companies have spent fortunes on enterprise resource planning (ERP) software and implementation, only to find that business performance has not improved at all. The

4、se large investments and negative ROIs have created a whirlpool of controversy and rampant company politics. Even annual reports have pointed the finger at ERP for lower-than-expected earnings. For some, this has created

5、 a higher level of fear about making a big ERP mistake. </p><p>　　Much of the time, ERP software vendors are the targets for the blame when anticipated results do not materialize. Are the ERP vendors that so

6、ld the software the real culprits for the lack of business performance improvement? The answer is, not very often. Certainly, it can often be argued that ERP system logic is sometimes illogical, functionality is missing,

7、 functions perform poorly, and so on. But accountability for ERP software selection and implementation usually lies to varying degrees with</p><p>　　Selecting and implementing a new ERP system, and the proce

8、ss changes that go with it, is unquestionably a complex undertaking. Regardless of your size and perceived resources, an ERP implementation is not something that should be approached without a great deal of careful plann

9、ing. Among companies that have been through a less-than-successful ERP implementation, five reasons for poor results show up consistently: </p><p>　　Operating strategy did not drive business process design a

10、nd deployment.</p><p>　　The implementation took much longer than expected. </p><p>　　Pre-implementation preparation activities were done poorly, if at all. </p><p>　　People were not

11、 well-prepared to accept and operate with the new system. </p><p>　　The cost to implement was much greater than anticipated. </p><p>　　How can your organization avoid some of these costly mistak

12、es? Here are some guidelines to help you with ERP success. </p><p>　　· Re-think your company's business processes. </p><p>　　Management is getting its hoped-for results from ERP less of

13、ten than not, and this begs an explanation for ERP's often-poor performance. What many organizations fail to realize is that extensive supply chain improvement requires that management begin to re-define its business

14、 in terms of strategic opportunities. The purpose of ERP technology is to support the business processes that support the company's strategic opportunities. </p><p>　　There are some basic tenets of ERP t

15、hat should guide management's action and decisions. </p><p>　　Bear in mind that there is no magic in ERP software. ERP's benefits are a direct result of effective preparation, implementation, and app

16、ropriate use. This seems obvious, but nine out of ten companies don't get it right the first time around. Expecting a quick fix, silver-bullet solution is a dangerous mindset. </p><p>　　Realize that no a

17、mount of advanced information technology can offset the problem of a flawed business strategy and poorly performing business processes. This area, in particular, is something that ERP software implementers may not fully

18、address because it can slow business deployment. </p><p>　　Define a business strategy that will give you a competitive advantage. At the very least, ensure that your business strategy makes you competitively

19、 equal. Then analyze your current business processes and develop your objectives. Once this step is done, the following steps for preparation, ERP software selection and implementation can support your strategic and proc

20、ess objectives better. </p><p>　　Acquire flexible ERP information technology that can accommodate rapidly changing business conditions. The high-velocity flow of information needed to support action up and d

21、own the supply chain is a major step forward for most companies. It will be mandatory in the future just to compete, much less stay ahead of the competition. </p><p>　　Have the implementation led by a senior

22、 executive who has the authority to make changes happen - and happen quickly. Ensure there is a sense of urgency and true accountability for completing preparation and implementation activities on time. </p><p

23、>　　Moving away from functional silos and creating effective cross-functional processes that are truly integrated via the ERP system is not an easy task. When ERP is not fully integrated into day-to-day business operat

24、ions, however, it is not likely to be very beneficial. </p><p>　　If enterprise integration or more advanced supply chain management strategies are to have any chance of complete success, it will be due to a

25、large extent, to the removal of traditional cross-functional barriers. These silos comprise the organizational boundaries where information flow and communication stop. You must ask, "How will we use the ERP system?

26、" Some not-so-obvious issues will surface as you try to answer that question. For example, will you combine demand-based flow and lean manufact</p><p>　　Focus on your business strategy and not just on s

27、oftware selection and implementation. Many problems are reinforced by contradictory objectives and performance measures that actually create inconsistent value and belief systems - to the company's detriment. No amou

28、nt of I.T. will correct these problems. Management must remove them once and for all through business process redesign. </p><p>　　· Assess your organization's skills. </p><p>　　Companie

29、s often plunge into ERP less than fully informed, with limited knowledge of what to expect. Often there is a misconception that the skills needed to select and implement ERP already exist in the organization. That may be

30、 partly true, but few organizations have the skills they need to implement ERP effectively within a reasonable time frame. Consultants may be able to fill some of the skills gaps, but given the high risk involved, it'

31、;s important to ensure they're truly qualified. </p><p>　　Another overlooked area is the use of information technology change. Often the I.T. infrastructure changes required to implement a new ERP system

32、 are not given the high priority these technology issues deserve. Certainly, implementing ERP should be driven by business issues, not technology. But it is I.T.'s understanding and skills that support the technology

33、 which, in turn, improves business processes. </p><p>　　Ignoring the preparation and education new technology requires is asking for trouble. Furthermore, I.T. personnel often must make the technology transi

34、tion quickly. If the technology and infrastructure transition is not done well, the project, at the very least, will be delayed. </p><p>　　One of the biggest problems with implementing ERP is misunderstandin

35、g what ERP is all about and underestimating what it takes to implement it effectively. </p><p>　　Companies need a well-thought out, comprehensive process to help plan, guide, and control the entire ERP imple

36、mentation effort. Starting an implementation with an undocumented, untailored, skimpy, or implementation methodology is an open invitation to disaster or, best case, a long, drawn-out implementation. </p><p>

37、;　　Everyone - from the boardroom to the stockroom - needs to understand his role and responsibilities for implementation. Implementation leaders should encourage dialogue to get people focused on business objectives and

38、early identification and correction of any problems. Who will be accountable for results, and when, must be an integral part of this understanding. </p><p>　　An implementation that's going astray becomes

39、 recognizable when repeated schedule slippages surface. As time moves on, the schedule problems start affecting implementation quality as the almost inevitable response is to begin taking shortcuts and bypass critical bu

40、siness issues. The slam-and cram method of an ERP software transplant is now in high in gear. </p><p>　　· Be wary of selecting ERP software. </p><p>　　Before the nitty-gritty of software se

41、lection begins, it is a good idea for management to know how current strategy, processes, and supporting systems compare to what they could be with the new system. In fact, this discovery process should be performed ever

42、y couple of years so management will know where the company is, compared to a previous stake in the ground. This is a basis from which to evaluate opportunities. </p><p>　　Many people avoid examining strateg

43、y and business processes and jump right into looking at software functions and features. Some software vendors encourage this because they want to move you along quickly in the sales cycle and get you closer to licensing

44、 their product. Be particularly wary of so-called "proof-of-concept" offers in which the vendor implements its software at your site and offers various guarantees. This practice adds confusion to the software s

45、election process, especially for th</p><p>　　Start defining software needs by examining current processes that govern your flow of information and material throughout the order-to-delivery process and ultima

46、tely, the entire supply chain. There is a common tendency to make a shortcut in this very important activity, but you will pay - sometimes dearly - in time and money for avoiding this essential step. </p><p>

47、;　　Evaluating and selecting ERP software is a complex task. It should be a fact-based process that brings you to a point where you can make a comfortable, well-informed decision. It requires an objective and comprehensiv

48、e methodology to guide you through the selection process. This does not mean you should use voluminous pre-determined questionnaires that do not recognize your specific needs. Rather, it means your evaluation and selecti

49、on process should be based on your own strategy and business pr</p><p>　　At some companies, management is so preoccupied with other seemingly more important activities that ERP is delegated completely to the

50、 I.T. department. The idea that this is strictly a technology project because software is involved is wrong and, in fact, is one of the leading causes of ERP failure. The I.T. function is not well-positioned to evaluate

51、the business implications of various trade-offs or to determine their impact on day-to-day operating results versus strategic intent. Certainly, t</p><p>　　Once an ERP system has been selected, it is rare fo

52、r a company to cut its losses and scrap the project until many years have passed. The political fallout is often the biggest obstacle. No one wants to tell upper management that an ERP investment of thousands of dollars

53、was a mistake and the process should be re-started. When a company lives for many years with poor ERP decision and implementation, however, the costs continue to escalate and the benefits do not come. The cost of lost op

54、portunity</p><p>　　The clean-sheet-of-paper approach, although alluring in concept, has been a big bust for many companies. The clean-sheet business process redesign and the subsequent ERP system configurati

55、on is complex, costly, and time-consuming. Consequently, most companies have come to accept the compromises and trade-offs that industry-specific, best-practice templates require. Pre-configured templates allow faster sy

56、stem deployment and faster benefits. Processes can be refined at a later date. This is not t</p><p>　　The demand for rapid ERP implementation is high. This was the primary driver for the development of off-t

57、he-shelf templates designed to speed up and simplify the software personalization process. But templates, by their very nature, incorporate specific best practices that support cross-functional business processes. On the

58、 surface, this may be ideal, but very few organizations take the time to rethink how they should and could run their businesses. By taking the easy way out, these companies en</p><p>　　· Plan to succeed

59、. </p><p>　　Successfully implementing ERP the first time requires a structured methodology that is strategy-, people-, and process-focused. This is the only way to manage the risk effectively. A good methodo

60、logy covers all the bases, but when the unexpected pops up, as it usually does, you will be prepared to handle these exceptions without severe negative consequences. One very common mistake is not having your employees p

61、repared to use the new processes and support the system. The consequences here can ra</p><p>　　Evaluate your business strategy and ERP plan before you commit to software acquisition and installation. Doing i

62、t right the first time is the only cost effective way to go. Many people out there wish they had paused to evaluate their direction. </p><p>　　The following questions do not cover every possible contingency,

63、 but should be helpful to stimulate thought and discussion. </p><p>　　How do we want to run our business? What business problems need to be solved? Do we know and understand our priorities?Do we fully und

64、erstand our as-is condition versus our could-be/should-be processes?Have we carefully defined an action plan for pre-implementation preparation activities? What tasks will be accomplished, and when? What are the missi

65、ng links in our current system and our software of choice? What are the real costs, benefits, and timetable going to be? Do we have an execut</p><p>　　ERP and supply chain management systems implementation

66、s are, in fact, projects without an end. After all, supply chain is part of the lifeblood of a company. For the well-prepared, new supply chain management systems based on ERP have become significant competitive differen

67、tiators. </p><p>　　Implementing ERP can become a mind-altering experience for those involved. Following a sound methodology will greatly increase your likelihood of success the first time. Yet it will not gu

68、arantee your success. Only you and your people can do that. </p><p>　　Condensed from the article "Successful ERP Implementation the First Time" by R. Michael Donovan from R. Michael Donovan & C

69、o. Used with permission of R. Michael Donovan & Co. All rights reserved </p><p>　　R. Michael Donovan is a management consultant based in Framingham, Massachusetts. </p><p><b>　　2．中文翻譯&

70、lt;/b></p><p>　　怎樣使ERP一次成功</p><p>　　當(dāng)企業(yè)資源計劃(ERP)不能執(zhí)行時，通常是因為管理上沒有投入足夠的時間建立組織機構(gòu)從而有效的利用這些系統(tǒng)。</p><p>　　——R.Michael Donovan</p><p>　　很多公司都在ERP軟件及其實施上投入很大資金，可是卻發(fā)現(xiàn)企業(yè)的業(yè)績沒有任何

71、改進(jìn)。巨大的投資和微薄的回報率引發(fā)了一個爭議的漩渦，并蔓生到公司政治上。甚至公司年報也在因為低于期望值的收入而指責(zé)ERP。這使得一些企業(yè)更加恐懼會犯下一次大的ERP錯誤。</p><p>　　大多數(shù)時候，當(dāng)期待的結(jié)果未能實現(xiàn)時，ERP軟件商們便成了眾矢之的。企業(yè)的績效沒有得到提高，銷售ERP軟件的賣家真的是罪魁禍?zhǔn)讍?？答案是并非?jīng)常如此。當(dāng)然，可能常常會因為ERP系統(tǒng)缺失某些功能，其邏輯會有一些不合理之處，其功能

72、表現(xiàn)會非常糟糕等等而引起爭論。但是對ERP軟件的選擇以及實施負(fù)有責(zé)任的通常不同程度的在于公司內(nèi)部人員以及往往那些外部顧問的身上。</p><p>　　挑選并實施一個新的ERP系統(tǒng)，并能跟隨流程的變化，這對企業(yè)毫無疑問可說是一項復(fù)雜的工作。不能不顧企業(yè)規(guī)模的大小和可利用資源的多少就貿(mào)然實施ERP項目，沒有相當(dāng)數(shù)量的精細(xì)計劃，ERP項目是不可能達(dá)成的。在那些實施ERP項目不太成功的公司中，都一致暴露出以下五個導(dǎo)致了糟

73、糕結(jié)果的原因： </p><p>　　● 營運戰(zhàn)略沒有推動業(yè)務(wù)流程的設(shè)計與部署。</p><p>　　● 項目實施所須的時間比預(yù)期要長的多。</p><p>　　● 實施前期的準(zhǔn)備活動做得很糟糕。</p><p>　　● 員工沒有做好接受新的系統(tǒng)，并在新系統(tǒng)中操作的準(zhǔn)備。 </p><p>　　● 項目實施的成本遠(yuǎn)遠(yuǎn)高

74、于期望值。 </p><p>　　你的組織將怎樣避免這些代價昂貴的錯誤？這里有一些可以幫助你成功實現(xiàn)ERP的指導(dǎo)方針：</p><p>　　一、重新考慮你公司的業(yè)務(wù)流程 </p><p>　　企業(yè)的管理部門很少能從ERP項目中獲得他期望中的結(jié)果，這使得了人們不得不用 ERP經(jīng)常糟糕的表現(xiàn)來作為解釋。很多組織都沒有認(rèn)識到要大規(guī)模的改進(jìn)供應(yīng)鏈，讓企業(yè)的管理層開始站在戰(zhàn)略

75、機遇的角度來重新定義它的業(yè)務(wù)活動。ERP技術(shù)的目的是了支持公司的業(yè)務(wù)流程從而使企業(yè)能贏得戰(zhàn)略機遇。 </p><p>　　有以下幾條與ERP相關(guān)的基本原則將可以成為公司管理層的行動指南與決策向?qū)А?lt;/p><p>　　記住，ERP軟件中沒有魔法。有效的準(zhǔn)備、實施，和恰當(dāng)?shù)倪\用，是使得ERP能夠獲取利益的直接原因。雖然這似乎是顯而易見的，但十家公司中有九家不能一次性取得實施ERP的成功。期待

76、一個能快速見效的解決方案，這是種非常危險的心態(tài)。 </p><p>　　注意，再多的先進(jìn)信息技術(shù)也不能彌補諸如錯誤的企業(yè)戰(zhàn)略、糟糕的業(yè)務(wù)流程這樣的問題。尤其在這個領(lǐng)域，ERP軟件的實施者可能無法徹底解決其中的問題，因為這會延緩業(yè)務(wù)開展的進(jìn)程。 </p><p>　　制定一個能為你帶來競爭優(yōu)勢的業(yè)務(wù)戰(zhàn)略。至少，要保證你的業(yè)務(wù)戰(zhàn)略能使你平等的參與競爭。然后，分析公司當(dāng)前的業(yè)務(wù)流程，并研究制定你

77、的目標(biāo)。一旦完成了這一步，接下來的準(zhǔn)備工作以及ERP軟件的選擇與實施都將更好的支持企業(yè)的戰(zhàn)略目標(biāo)與流程目標(biāo)。 </p><p>　　獲得能迅速適應(yīng)瞬息多變的商業(yè)形勢的ERP信息技術(shù)。通過信息的高速流動來支持供應(yīng)鏈上上下下的運作活動對于大多數(shù)公司而言，是最主要的一步。這將會是公司在未來參與競爭的必備條件，更不用說要在競爭中遙遙領(lǐng)先了。 </p><p>　　由一名有權(quán)力發(fā)起并迅速推進(jìn)變革的高

78、級執(zhí)行者來領(lǐng)導(dǎo)ERP項目的實施。確保要讓參與項目的人員能意識到按時完成準(zhǔn)備工作及實施活動的緊迫感以及真正的責(zé)任感。 </p><p>　　走出部門的小圈子，經(jīng)由ERP系統(tǒng)來整合，創(chuàng)造出一個有效的、跨部門的業(yè)務(wù)流程，不是一件容易的事情。當(dāng)ERP系統(tǒng)沒有與日常的業(yè)務(wù)運作完全的整合在一起，那么，它就不太可能為企業(yè)帶來非常大的效益。</p><p>　　如果企業(yè)整合或更先進(jìn)的供應(yīng)鏈管理戰(zhàn)略能更多地

79、獲得全面成功的機會，這很大程度上將歸功于傳統(tǒng)部門之間的隔閡被移除了。這些孤島現(xiàn)象包括由于停止了信息流動和交流而產(chǎn)生的組織上的分界線。你必須要問的一個問題是：我們將怎樣使用ERP系統(tǒng)？ 當(dāng)你試圖尋找答案時，一些并不明顯的問題會浮現(xiàn)出來。例如，你會將基于需求的物流和制造的技術(shù)結(jié)合起來，從而消減一些對傳統(tǒng)的ERP功能的需求嗎？</p><p>　　把注意力集中在你的業(yè)務(wù)戰(zhàn)略上，而不僅僅是集中在軟件的挑選以及實施上。許多

80、的問題的惡化是因為矛盾的目標(biāo)和績效評估措施會給企業(yè)制造不協(xié)調(diào)的價值觀與信念體系，對公司造成實際的損傷。沒有一種信息技術(shù)能糾正這些問題。公司管理層必須通過業(yè)務(wù)流程的重新設(shè)計把這些問題永遠(yuǎn)的解決掉。</p><p>　　二、評估公司組織的技能 </p><p>　　很多公司常常是在尚未完全了解ERP的情況下就投入到ERP項目之中，他們對于ERP給企業(yè)帶來什么樣的期望知道的很有限。常常會有這樣一

81、種誤解，以為組織中早已存在著挑選與實施ERP所需的技能，但是很少有組織掌握了在一個合理的時間框架內(nèi)有效的實施ERP所需的技能。 雖然顧問們可能會填補一些技能上的缺口，但是這也帶來了高風(fēng)險性，必須確保他們是真正合格的。</p><p>　　另外一個被忽略的領(lǐng)域是對信息技術(shù)變革的利用。常常實施一個新的ERP系統(tǒng)需要改變企業(yè)原來的IT基礎(chǔ)設(shè)施， 但是這些技術(shù)問題并沒有得到應(yīng)有的高度重視。當(dāng)然，推動ERP項目實施的是業(yè)務(wù)

82、問題而并非技術(shù)問題。但是，是公司的IT部門的理解和技能給了ERP技術(shù)上的支持，反過來，這些技術(shù)又能改善企業(yè)的業(yè)務(wù)流程。 </p><p>　　如果企業(yè)忽略了實施一項新技術(shù)所需要的準(zhǔn)備工作以及員工的教育工作，這無疑是給自己找麻煩。此外，IT部門的員工往往必須非常快地進(jìn)行技術(shù)過渡。如果技術(shù)和IT基礎(chǔ)設(shè)施上的工作沒有做好，項目最起碼將會被延遲。 </p><p>　　在實施ERP的過程中，企業(yè)遭

83、遇的最大的問題之一是誤解了ERP的含義，并低估了有效實施ERP所需的投入。 </p><p>　　企業(yè)需要一個精心設(shè)計出的全面的流程來幫助規(guī)劃、引導(dǎo)以及控制整個ERP的實施行動。</p><p>　　如果按照一個無根無據(jù)的、不考慮公司實際情況的、吝嗇的實施方案來開展ERP的實施活動，那無疑是在惹禍上身，即使最好的情況，這個實施過程也將是漫長無期的。 </p><p>

84、;　　每個人，從公司的高層到普通的職員，都需要理解自己在項目實施中所充當(dāng)?shù)慕巧约皳?dān)負(fù)的責(zé)任。項目的領(lǐng)導(dǎo)者應(yīng)該鼓勵員工開展對話，從而將他們的注意力吸引到業(yè)務(wù)目標(biāo)和修正任何的問題上。這種理解最主要的部分是要知道誰將在什么時候為實施結(jié)果承擔(dān)責(zé)任。</p><p>　　當(dāng)進(jìn)度不斷的重復(fù)時，一個項目的實施會從模糊變得清晰。隨著時間的推移，進(jìn)度的問題就會開始影響到項目實施的質(zhì)量，因為諸如開始走捷徑以及繞開關(guān)鍵的業(yè)務(wù)問題這些

85、反應(yīng)幾乎是不可避免的。這種快速移植ERP軟件的方式現(xiàn)在正處于一觸即發(fā)的狀態(tài)。</p><p>　　三、小心翼翼的挑選軟件 </p><p>　　在著手進(jìn)行軟件挑選的工作核心之前，管理層最好是知道公司現(xiàn)有的戰(zhàn)略、流程以及支持系統(tǒng)與在實施新系統(tǒng)后會有怎樣的不同。事實上，公司應(yīng)該每隔幾年就重復(fù)操作一下這個發(fā)現(xiàn)的過程，這樣管理層才會知道與以前的發(fā)展?fàn)顩r相比，公司現(xiàn)在發(fā)展到什么地步了。這是評估商機的

86、一個基礎(chǔ)。 </p><p>　　很多人都避開對戰(zhàn)略以及業(yè)務(wù)流程進(jìn)行評估，而直接進(jìn)入對ERP軟件的功能與特點的了解階段。一些軟件廠商會慫恿買家這樣做，因為他們希望你能盡快進(jìn)入他們的銷售周期，并盡快接受他們的產(chǎn)品。當(dāng)賣家向你提議為項目做一個所謂的概念驗證時，你要特別的警惕，它是指賣家在你的公司當(dāng)場實施它的軟件，并給你提供各種各樣的保證。</p><p>　　這種實行會給軟件選擇的過程帶來很多

87、的困擾，尤其是對初試者。顯然，ERP軟件賣商忙于銷售他們的產(chǎn)品，并讓他們最優(yōu)秀的員工來處理銷售環(huán)節(jié)從而給貴公司介紹解決各種難題的方法。</p><p>　　通過分析目前用于管理信息流程與原材料的軟件，確定貫穿從接受訂單到發(fā)貨的整個過程最終到整個供應(yīng)鏈上的軟件需求?，F(xiàn)在有一個趨勢就是在這種非常重要的活動中采取捷徑，但你必須付出-有時代價還會很高-在資金和時間方面都要阻止這一步。</p><p&g

88、t;　　評估與挑選ERP軟件是一個非常復(fù)雜的任務(wù)。這是一個基于事實的過程，會讓您知道如何做出一個挑選過程中，這并不是指你應(yīng)合適的考慮周到的決定。這個過程需要客觀的并且是綜合的方法來指引你選擇。這并不意味你需要要大量的未包括你的特殊需求的未定的調(diào)查問卷。相反，它意味著您的評估和挑選過程需要基于策略和商業(yè)過程模式。一個廣泛包括計劃，引導(dǎo)和掌控效率的方法可以帶來省下大批資金，更別提最重要的利潤了：避免巨大的錯誤。</p><

89、;p>　　在一些公司，管理和其他一些類似的重要的活動同樣有著主導(dǎo)作用以致于ERP完全被應(yīng)用于IT行業(yè)。認(rèn)為軟件包含在IT行業(yè)中所以認(rèn)為軟件嚴(yán)格上來說是技術(shù)的觀點是錯誤的，事實上，這就是導(dǎo)致ERP失敗的最主要的原因。 不管是評估各種權(quán)衡取舍的決策對業(yè)務(wù)的影響，還是確定它們對日常運營結(jié)果與戰(zhàn)略意圖的影響，IT都不是一個合適的部門。當(dāng)然，這也不是說運營決策就是高級運營經(jīng)理的職責(zé)，而沒有IT部門什么事。</p>&

90、lt;p>　　一旦確定了使用某種ERP系統(tǒng)，知道很多年以后公司才會去減少成本或是撤除這個項目。仕途上的顧忌往往是最大的障礙。誰也不想告訴主管上千美元對ERP的投資是一個錯誤，而且必須重新開始這個項目。如果多年來企業(yè)一直默默承受這個糟糕的ERP決策及其實施所帶來的不良后果，然而成本不斷的上升，但不見效益。錯失時機所付出的代價是巨大的。ERP軟件的研究，評估和選擇的過程必須要順利的進(jìn)行從而將風(fēng)險降到最低。</p><

91、;p>　　"一張白紙，從零開始"的方法，盡管在說法上很有吸引力，但這是很多公司犯下的大錯誤。 如果根據(jù)這種方法進(jìn)行業(yè)務(wù)流程的再設(shè)計以及隨后的ERP系統(tǒng)配置，企業(yè)將面臨很多復(fù)雜的工序，并且要投入很高的成本以及相當(dāng)長的時間。結(jié)果，為了選擇符合行業(yè)特征的、最佳實踐型的軟件模塊，大多數(shù)公司都不得不接受折衷方案、做出讓步。如果采用預(yù)先設(shè)置好的模塊，不僅整個系統(tǒng)的配置過程會加速，企業(yè)獲取ERP成效的日子也會提前。這也不是說

92、只是將預(yù)先設(shè)置好的配制過程胡亂的實施。相反，被選擇的模版配置要依據(jù)合適度來進(jìn)行調(diào)整，至少在要實施之前。</p><p>　　要求快點實施ERP實施的呼聲很高，這是對實用模板進(jìn)行設(shè)計和簡化軟件的個性化程序進(jìn)行發(fā)展的最首要的動力。但是對于模板，配合最好的實施可以推進(jìn)商業(yè)過程的技能的發(fā)揮。從表面上來說，這樣很完美，但是很少的企業(yè)愿意花費時間重新思考他們該如何運作自己的業(yè)務(wù)。通過采取捷徑，這些公司獲得了ERP系統(tǒng)的功能，

93、但是這些功能都很普通。</p><p><b>　　四、為成功做計劃 </b></p><p>　　要想一次成功地實施ERP系統(tǒng)需要有結(jié)構(gòu)的方法，包括策略，人和集中的過程。這是有效管理風(fēng)險的惟一辦法。一套完善的方法會考慮到項目實施中方方面面的基礎(chǔ)性事物，但是，如果有意外情況突然發(fā)生，你就會有所準(zhǔn)備，不會讓它產(chǎn)生嚴(yán)重的后果。普遍存在的問題是還沒有讓貴公司的員工做好準(zhǔn)備使

94、用新的程序支持系統(tǒng)。結(jié)果是引發(fā)各種失敗，事實上這是可以避免的。在你準(zhǔn)備購買和安裝ERP軟件之前要先評估你要運作的業(yè)務(wù)策略和ERP計劃。第一次就做好是確保企業(yè)獲利的最有效的方式，許多實施失敗的人都后悔當(dāng)初沒有停下來對自己實施方向進(jìn)行估。</p><p>　　下面的問題不能代表所有可能的意外事故。但是對于激發(fā)思維和引發(fā)討論會很有幫助。</p><p>　　● 我們想怎樣運作我們的業(yè)務(wù)？● 有

95、哪些業(yè)務(wù)問題需要解決？ ● 我們是否清楚我們應(yīng)該優(yōu)先做的事情是什么？● 我們是否充分理解我們的現(xiàn)狀，以及我們應(yīng)該達(dá)到的狀態(tài)？● 我們是否已經(jīng)為實施預(yù)先設(shè)置做好了詳細(xì)的計劃?！?我們在什么時候完成什么任務(wù)？● 我們現(xiàn)在的系統(tǒng)中和我們選擇的軟件中還有什么樣的缺失？● 真正需要的成本是多少？利潤怎樣?時間進(jìn)度又是怎樣？● 在高層當(dāng)中有沒有一個ERP的擁護者可以為上層管理提供必要的聯(lián)系？ ● 誰將實施并操作ERP軟件？</

96、p><p>　　事實上，ERP以及供應(yīng)鏈管理系統(tǒng)的實施是永遠(yuǎn)都不可能結(jié)束的項目，畢竟，供應(yīng)鏈?zhǔn)瞧髽I(yè)生命線的一部分。對于準(zhǔn)備充分的企業(yè)而言，基于ERP的新的供應(yīng)鏈的管理系統(tǒng)有著意義重大的競爭力。</p><p>　　ERP項目的實施對于參與ERP項目實施的人來說能成為一個轉(zhuǎn)變思維的體驗。如果企業(yè)能遵循一套正確的方法就能大大增加實施ERP一次性成功的機率。然而，這并不能保證你取得項目的成功。只有你