外文翻译企业资源计划系统1.docx
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外文翻译企业资源计划系统1.docx
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外文翻译企业资源计划系统1
EnterpriseresourceplanningSystem
Enterpriseresourceplanning(ERP)isacompany-widecomputersoftwaresystemusedtomanageandcoordinatealltheresources,information,andfunctionsofabusinessfromshareddatastores.AnERPsystemhasaservice-orientedarchitecturewithmodularhardwareandsoftwareunitsor"services"thatcommunicateonalocalareanetwork.Themodulardesignallowsabusinesstoaddorreconfiguremodules(perhapsfromdifferentvendors)whilepreservingdataintegrityinoneshareddatabasethatmaybecentralizedordistributed.
MRPvs.ERP一Manufacturingmanagementsystemshaveevolvedinstagesoverthepast30yearsfromasimplemeansofcalculatingmaterialsrequirementstotheautomationofanentireenterprise.Around1980,over-frequentchangesinsalesforecasts,entailingcontinualreadjustmentsinproduction,aswellasinflexiblefixedsystemparameters,ledMRP(MaterialRequirementPlanning)toevolveintoanewconcept:
ManufacturingResourcePlanning(orMRP3)andfinallythegenericconceptEnterpriseResourcePlanning(ERP)
TheinitialsERPoriginatedasanextensionofMRP(materialrequirementsplanning;latermanufacturingresourceplanning)andCIM(ComputerIntegratedManufacturing).ItwasintroducedbyresearchandanalysisfirmGartnerin1990.ERPsystemsnowattempttocoverallcorefunctionsofanenterprise,regardlessoftheorganization'sbusinessorcharter.Thesesystemscannowbefoundinnon-manufacturingbusinesses,non-profitorganizationsandgovernments.TobeconsideredanERPsystem,asoftwarepackagemustprovidethefunctionofatleasttwosystems.Forexample,asoftwarepackagethatprovidesbothpayrollandaccountingfunctionscouldtechnicallybeconsideredanERPsoftwarepackageExamplesofmodulesinanERPwhichformerlywouldhavebeenstand-aloneapplicationsinclude:
Productlifecyclemanagement,Supplychainmanagement(e.g.Purchasing,ManufacturingandDistribution),WarehouseManagement,CustomerRelationshipManagement(CRM),SalesOrderProcessing,OnlineSales,Financials,HumanResources,andDecisionSupportSystem.
Someorganizations—typicallythosewithsufficientin-houseITskillstointegratemultiplesoftwareproducts—choosetoimplementonlyportionsofanERPsystemanddevelopanexternalinterfacetootherERPorstand-alonesystemsfortheirotherapplicationneeds.Forexample,onemaychoosetousehumanresourcemanagementsystemfromonevendor,andperformtheintegrationbetweenthesystemsthemselves.
Thisiscommontoretailers,whereevenamid-sizedretailerwillhaveadiscretePoint-of-Sale(POS)productandfinancialsapplication,thenaseriesofspecializedapplicationstohandlebusinessrequirementssuchaswarehousemanagement,staffroistering,merchandisingandlogistics.Ideally,ERPdeliversasingledatabasethatcontainsalldataforthesoftwaremodules,whichwouldinclude:
Manufacturing:
Engineering,billsofmaterial,scheduling,capacity,workflowmanagement,qualitycontrol,costmanagement,manufacturingprocess,manufacturingprojects,manufacturingflow
Supplychainmanagement:
Ordertocash,inventory,orderentry,purchasing,productconfiguration,supplychainplanning,supplierscheduling,inspectionofgoods,claimprocessing,commissioncalculation.
Financials:
Generalledger,cashmanagement,accountspayable,accountsreceivable,fixedassets.
Projectmanagement:
Costing,billing,timeandexpense,performanceunits,activitymanagement.
Humanresources:
Humanresources,payroll,training,timeandattendance,rostering,benefits…
Customerrelationshipmanagement;Salesandmarketing,commissions,service,customercontactandcallcentersupport.
Datawarehouseandvariousself-serviceinterfacesforcustomers,suppliers,andemployeesAccesscontrol—userprivilegeasperauthoritylevelsforprocessexecutionCustomization—tomeettheextension,addition,changeinprocessflow
Enterpriseresourceplanningisatermoriginallyderivedfrommanufacturingresourceplanning(MRPⅡ)thatfollowedmaterialrequirementsplanning(MRP).MRPevolvedintoERPwhen"routings"becameamajorpartofthesoftwarearchitectureandacompany'scapacityplanningactivityalsobecameapartofthestandardsoftwareactivity.ERPsystemstypicallyhandlethemanufacturing,logistics,distribution,inventory,shipping,invoicing,andaccountingforacompany.
ERPsoftwarecanaidinthecontrolofmanybusinessactivities,includingsales,marketing,delivery,billing,production,inventorymanagement,qualitymanagementandhumanresourcemanagement.ERPsystemssawalargeboostinsalesinthe1990sascompaniesfacedtheY2Kproblemintheirlegacysystems.ManycompaniestookthisopportunitytoreplacetheirlegacyinformationsystemswithERPsystems.Thisrapidgrowthinsaleswasfollowedbyaslumpin1999,atwhichtimemostcompanieshadalreadyimplementedtheirY2Ksolution.
ERPsareoftenincorrectlycalledbackofficesystemsindicatingthatcustomersandthegeneralpublicarenotdirectlyinvolved.Thisiscontrastedwithfrontofficesystemslikecustomerrelationshipmanagement(CRM)systemsthatdealdirectlywiththecustomers,orthebusinesssystemssuchasecommerce,government,telecom,andfinance,orsupplierrelationshipmanagement(SRM)systems.ERPsarecross-functionalandenterprisewide.Allfunctionaldepartmentsthatareinvolvedinoperationsorproductionareintegratedinonesystem.Inadditiontomanufacturing,warehousing,logistics,andinformationtechnology,thiswouldincludeaccounting,humanresources,marketingandstrategicmanagement.ERPⅡmeansopenERParchitectureofcomponents.Theolder,monolithicERPsystemsbecamecomponentoriented.
EAS—EnterpriseApplicationSuiteisanewnameforformerlydevelopedERPsystemswhichinclude(almost)allsegmentsofbusiness,usingordinaryInternetbrowsersasthinclients.BestpracticesareincorporatedintomostERPvendor'ssoftwarepackages.WhenimplementinganERPsystem,organizationscanchoosebetweencustomizingthesoftwareormodifyingtheirbusinessprocessestothe"bestpractice"functiondeliveredinthe"out-of-the-box"versionofthesoftware.PriortoERP,softwarewasdevelopedtofittheprocessesofanindividualbusiness.DuetothecomplexitiesofmostERPsystemsandthenegativeconsequencesofafailedERPimplementation,mostvendorshaveincluded"BestPractices"intotheirsoftware.These"BestPractices"arewhattheVendordeemsasthemostefficientwaytocarryoutaparticularbusinessprocessinanIntegratedEnterprise-Widesystem.AstudyconductedbyLudwigshafenUniversityofAppliedSciencesurveyed192companiesandconcludedthatcompanieswhichimplementedindustrybestpracticesdecreasedmission-criticalprojecttaskssuchasconfiguration,documentation,testingandtraining.Inaddition,theuseofbestpracticesreducedoverriskby71%whencomparedtoothersoftwareimplementations.
TheuseofbestpracticescanmakecomplyingwithrequirementssuchasMRS,Sarbanes-OxleyorBaselⅡeasier.Theycanalsohelpwheretheprocessisacommoditysuchaselectronicfundstransfer.ThisisbecausetheprocedureofcapturingandreportinglegislativeorcommoditycontentcanbereadilycodifiedwithintheERPsoftware,andthenreplicatedwithconfidenceacrossmultiplebusinesseswhohavethesamebusinessrequirement.
Businesseshaveawidescopeofapplicationsandprocessesthroughouttheirfunctionalunits;producingERPsoftwaresystemsthataretypicallycomplexandusuallyimposesignificantchangesonstaffworkpractices.ImplementingERPsoftwareistypicallytoocomplexfor"in-house"skill,soitisdesirableandhighlyadvisedtohireoutsideconsultantswhoareprofessionallytrainedtoimplementthesesystems.Thisistypicallythemostcosteffectiveway.Therearethreetypesofservicesthatmaybeemployedfor一Consulting,Customization,Support.ThelengthoftimetoimplementanERPsystemdependsonthesizeofthebusiness,thenumberofmodules,theextentofcustomization,thescopeofthechangeandthewillingnessofthecustomertotakeownershipfortheproject.ERPsystemsaremodular,sotheydon'tallneedbeimplementedatonce.Itcanbedividedintovariousstages,orphase-ins.Thetypicalprojectisabout14monthsandrequiresaround150consultants.Asmallproject(e.g.,acompanyoflessthan100staff)maybeplannedanddeliveredwithin3-9months:
however;alarge,multi-siteormulti-countryimplementationmaytakeyears.Thelengthoftheimplementationsiscloselytiedtotheamountofcustomizationdesired.
ToimplementERPsystems,companiesoftenseekthehelpofanERPvendororofthird-partyconsultingcompanies.Thesefirmstypicallyprovidethreeareasofprofessionalservices:
consulting,customizationandsupport.Theclientorganizationmayalsoemployindependentprogrammanagement,businessanalysis,changemanagementandUATspecialiststoensuretheirbusinessrequirementsremainapriorityduringimplementation.DatamigrationisoneofthemostimportantactivitiesindeterminingthesuccessofanERPimplementation.Sincemanydecisionsmustbemadebeforemigration,asignificantamountofplanningmustoccur.Unfortunately,datamigrationisthelastactivitybeforetheproductionphaseofanERPimplementation,andthereforereceivesminimalattentionduetotimeconstraints.ThefollowingarestepsofadatamigrationstrategythatcanhelpwiththesuccessofanERPimplementation:
I.Identifyingthedatatobemigrated
2.Determiningthetimingofdatamigration
3.Generatingthedatatemplates
4.Freezingthetoolsfordatamigration
5.Decidingonmigrationrelatedsetups
6.Decidingondataarchiving
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