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地址 直接诶回复 313997219
地址 直接诶回复 313997219
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WHY ERP系统? ERP (Enterprise Resource Planning)
erp, 企业资源计划, 综合商业管理系统 (包括所有方面以及有效计划和管理业务所需的计算机化管理方法)
The business environment is dramatically changing. Companies today face the challenge of increasing competition, expanding markets, and rising customer expectations. This increases the pressure on companies to lower total costs in the entire supply chain, shorten throughput times, drastically reduce inventories, expand product choice, provide more reliable delivery dates and better customer service, improve quality, and efficiently coordinate global demand, supply, and production As the business world moves ever closer to a completely collaborative model and competitors upgrade their capabilities, to remain competitive, organizations must improve their own business practices and procedures. Companies must also increasingly share with their suppliers, distributors, and customers the critical in-house information they once aggressively protected. And functions within the company must upgrade their capability to generate and communicate timely and accurate information. To accomplish these objectives, companies are increasingly turning to enterprise resource planning (ERP) systems. 中国的商业环境发生了巨大地改变.公司今天面临着企业竞争日益激烈,市场不断扩大以及客户期望值日益升高的挑战.这迫使公司在整个供应链中不得不降低总成本,缩短生产周期,巨降库存,扩大产品选择,提供更合适的交付日期和更好的客户服务、提高质量,有效地协调全球需求、供应、生产.随着业务的全球正越来越接近一个完整的合作模式,竞争对手不断提升自己的能力,以保持竞争力,企业必须提高自身的商业操作和规程.公司也必须与其供应商、分销商和客户分享他们曾经积力保护的内部重要信息.而公司内部职能必须提升自己的能力来创造和沟通那些及时和准确的信息.为了实现这些目标,公司正在越来越多地转向企业资源规划（ERP）系统.
ERP provides two major benefits that do not exist in non-integrated departmental systems: a unified enterprise view of the business that encompasses all functions and departments; and an enterprise database where all business transactions are entered, recorded, processed, monitored, and reported. This unified view increases the requirement for, and the extent of, interdepartmental cooperation and coordination. But it enables companies to achieve their objectives of increased communication and responsiveness to all stakeholders.
The focus of manufacturing systems in the 1960s was on inventory control. Companies could afford to keep lots of ‘‘just-in-case’’ inventory on hand to satisfy customer demand and still stay competitive. Consequently, techniques of the day focused on the most efficient way to manage large volumes of inventory. Most software packages (usually customized) were designed to handle inventory based on traditional inventory concepts. ERP系统提供了两个主要的好处是其不存在于非综合部门系统：一个包括所有的业务职能部门统一的企业视图；以及所有商业交易都经输入、记录、处理、检测的企业数据库.这个统一的观点增加了对部门间合作与协调程度的要求.但是,它可以让企业实现增加与所有利益相关者之间沟通和回应的目标.生产系统的重点在20世纪60年代是库存控制.公司有能力保持大量''以防万一''的库存在手头上来满足客户的需求并仍能保持其竞争力.因此,当时的技术重点放在用最有效的方式来管理大量的库存.大多数软件程序包（通常是自定义）开发的目的是在传统的库存概念基础上处理库存.
In the 1970s, it became increasingly clear that companies could no longer afford the luxury of maintaining large quantities of inventory. This led to the introduction of material requirements planning (MRP) systems. MRP represented a huge step forward in the materials planning process.
For the first time, using a master production schedule, supported by bill of material files that identified the specific materials needed to produce each finished item, a computer could be used to calculate gross material requirements. Using accurate inventory record files, the available quantity of on-hand or scheduled-to-arrive materials could then be used to determine net material requirements. This then prompted an activity such as placing an order, canceling an existing order, or modifying the timing of existing orders. For the first time in manufacturing, there was a formal mechanism for keeping priorities valid in a changing manufacturing environment. The ability of the planning system to systematically and efficiently schedule all parts was a tremendous step forward for productivity and quality. 在20世纪70年代,企业很显然再也不能为维持大量的库存而花费巨资了.于此,物料需求计划（MRP）系统得以介绍.MRP代表了在材料规划过程中的巨大进步.在确定各最终产品生产的具体材料清单的支持下,首次采用主生产计划使用一台计算机可以计算所需的总材料了.使用准确的库存记录文件,根据现有的货量或材料到达时间表可确定所需材料的净量.如此一来,就可有效安排一些活动如订购,取消现有的订单,或修改现有的订单时间.首次,在生产过程中,出现了一个在不断变化的生产环境下保证优先有效的正式机制.该规划系统能系统地、有效地安排所有部分,在促进生产力和生产质量方面,这是一个巨大的进步.
Yet, in manufacturing, production priorities and materials planning are only part of the problem. Capacity planning represents an equal challenge. In response, techniques for capacity planning were added to the basic MRP system capabilities.
Tools were developed to support the planning of aggregate sales and production levels (sales and operations planning), the development of the specific build schedule (master production scheduling), forecasting, sales planning and customer order promising (demand management), and high-level resource analysis (rough-cut capacity planning). Scheduling techniques for the factory floor and supplier scheduling were incorporated into the MRP systems. When this occurred, users began to consider their systems as company-wide systems. These developments resulted in the next evolutionary stage that became known as closed loop MRP . 然而,制造、生产和物料计划的优先次序只是问题的一部分.容量规划也同样是一个的挑战.同时,生产能力规划技术也被添加到MRP系统能力的基础上.为支持总销售和生产水平的计划(销售和营运规划)一些工具做了很大的改进,如：建设的具体时间表（主生产计划）,预测,销售计划和客户订单承诺（需求管理）发展,高层次的资源分析（粗切容量规划）.工厂车间的调度技术和供应调度技术都被纳入了MRP系统.在这种情况下,用户开始把自己的系统当成整个公司的系统.这些发展引发了下一进化阶段的到来,后来被称为闭环MRP.
In the 1980s, companies began to take advantage of the increased power and affordability of available technology and were able to couple the movement of inventory with the coincident financial activity. Manufacturing resources planning (MRP II) systems evolved to incorporate the financial accounting system and the financial management system along with the manufacturing and materials management systems. This allowed companies to have a more integrated business system that derived the material and capacity requirements associated with a desired operations plan, allowed input of detailed activities, translated all this to a financial statement, and suggested a course of action to address those items that were not in balance with the desired plan. 在20世纪80年代,公司开始采取提高功率承受能力和现有技术的优势,已能使存货和金融活动的同步进行.生产资源计划（MRPⅡ）发展到其已兼容了财务会计制度、财务管理制度体系及材料和制造管理系统的阶段.这使得公司有一个更加综合业务系统,它又延伸到材料和产能所需的操作计划,允许输入详细的活动,调度所有财务报表,并可建议对与预期的计划不符的事宜采取措施.
By the early 1990s, continuing improvements in technology allowed MRP II to be expanded to incorporate all resource planning for the entire enterprise. Areas such as product design, information warehousing, materials planning, capacity planning, communication systems, human resources, finance, and project management could now be included in the plan. Hence, the term, ERP was coined. And ERP can be used not only in manufacturing companies, but in any company that wants to enhance competitiveness by most effectively using all its assets, including information. 到90年代初,技术的不断改进使MRPⅡ的将整个企业所有资源的规划都纳入其中.如产品设计,信息仓储,物资计划,产能规划,通讯系统,人力资源,财务和项目管理等领域现在都可列入到计划中来.此后,EPR这个术语就被创造出来了.ERP,不但可用于制造型企业,而且可用于预高效地利用其所有资源包括加强信息的竞争力的任何公司.
（翻译了一下午终于翻完了 请放心用吧 邮箱号码不全 所以只给你邮箱发了一半翻译 ）
erp, 企业资源计划, 综合商业管理系统 (包括所有方面以及有效计划和管理业务所需的计算机化管理方法)
The business environment is dramatically changing. Companies today face the challenge of increasing competition, expanding markets, and rising customer expectations. This increases the pressure on companies to lower total costs in the entire supply chain, shorten throughput times, drastically reduce inventories, expand product choice, provide more reliable delivery dates and better customer service, improve quality, and efficiently coordinate global demand, supply, and production As the business world moves ever closer to a completely collaborative model and competitors upgrade their capabilities, to remain competitive, organizations must improve their own business practices and procedures. Companies must also increasingly share with their suppliers, distributors, and customers the critical in-house information they once aggressively protected. And functions within the company must upgrade their capability to generate and communicate timely and accurate information. To accomplish these objectives, companies are increasingly turning to enterprise resource planning (ERP) systems. 中国的商业环境发生了巨大地改变.公司今天面临着企业竞争日益激烈,市场不断扩大以及客户期望值日益升高的挑战.这迫使公司在整个供应链中不得不降低总成本,缩短生产周期,巨降库存,扩大产品选择,提供更合适的交付日期和更好的客户服务、提高质量,有效地协调全球需求、供应、生产.随着业务的全球正越来越接近一个完整的合作模式,竞争对手不断提升自己的能力,以保持竞争力,企业必须提高自身的商业操作和规程.公司也必须与其供应商、分销商和客户分享他们曾经积力保护的内部重要信息.而公司内部职能必须提升自己的能力来创造和沟通那些及时和准确的信息.为了实现这些目标,公司正在越来越多地转向企业资源规划（ERP）系统.
ERP provides two major benefits that do not exist in non-integrated departmental systems: a unified enterprise view of the business that encompasses all functions and departments; and an enterprise database where all business transactions are entered, recorded, processed, monitored, and reported. This unified view increases the requirement for, and the extent of, interdepartmental cooperation and coordination. But it enables companies to achieve their objectives of increased communication and responsiveness to all stakeholders.
The focus of manufacturing systems in the 1960s was on inventory control. Companies could afford to keep lots of ‘‘just-in-case’’ inventory on hand to satisfy customer demand and still stay competitive. Consequently, techniques of the day focused on the most efficient way to manage large volumes of inventory. Most software packages (usually customized) were designed to handle inventory based on traditional inventory concepts. ERP系统提供了两个主要的好处是其不存在于非综合部门系统：一个包括所有的业务职能部门统一的企业视图；以及所有商业交易都经输入、记录、处理、检测的企业数据库.这个统一的观点增加了对部门间合作与协调程度的要求.但是,它可以让企业实现增加与所有利益相关者之间沟通和回应的目标.生产系统的重点在20世纪60年代是库存控制.公司有能力保持大量''以防万一''的库存在手头上来满足客户的需求并仍能保持其竞争力.因此,当时的技术重点放在用最有效的方式来管理大量的库存.大多数软件程序包（通常是自定义）开发的目的是在传统的库存概念基础上处理库存.
In the 1970s, it became increasingly clear that companies could no longer afford the luxury of maintaining large quantities of inventory. This led to the introduction of material requirements planning (MRP) systems. MRP represented a huge step forward in the materials planning process.
For the first time, using a master production schedule, supported by bill of material files that identified the specific materials needed to produce each finished item, a computer could be used to calculate gross material requirements. Using accurate inventory record files, the available quantity of on-hand or scheduled-to-arrive materials could then be used to determine net material requirements. This then prompted an activity such as placing an order, canceling an existing order, or modifying the timing of existing orders. For the first time in manufacturing, there was a formal mechanism for keeping priorities valid in a changing manufacturing environment. The ability of the planning system to systematically and efficiently schedule all parts was a tremendous step forward for productivity and quality. 在20世纪70年代,企业很显然再也不能为维持大量的库存而花费巨资了.于此,物料需求计划（MRP）系统得以介绍.MRP代表了在材料规划过程中的巨大进步.在确定各最终产品生产的具体材料清单的支持下,首次采用主生产计划使用一台计算机可以计算所需的总材料了.使用准确的库存记录文件,根据现有的货量或材料到达时间表可确定所需材料的净量.如此一来,就可有效安排一些活动如订购,取消现有的订单,或修改现有的订单时间.首次,在生产过程中,出现了一个在不断变化的生产环境下保证优先有效的正式机制.该规划系统能系统地、有效地安排所有部分,在促进生产力和生产质量方面,这是一个巨大的进步.
Yet, in manufacturing, production priorities and materials planning are only part of the problem. Capacity planning represents an equal challenge. In response, techniques for capacity planning were added to the basic MRP system capabilities.
Tools were developed to support the planning of aggregate sales and production levels (sales and operations planning), the development of the specific build schedule (master production scheduling), forecasting, sales planning and customer order promising (demand management), and high-level resource analysis (rough-cut capacity planning). Scheduling techniques for the factory floor and supplier scheduling were incorporated into the MRP systems. When this occurred, users began to consider their systems as company-wide systems. These developments resulted in the next evolutionary stage that became known as closed loop MRP . 然而,制造、生产和物料计划的优先次序只是问题的一部分.容量规划也同样是一个的挑战.同时,生产能力规划技术也被添加到MRP系统能力的基础上.为支持总销售和生产水平的计划(销售和营运规划)一些工具做了很大的改进,如：建设的具体时间表（主生产计划）,预测,销售计划和客户订单承诺（需求管理）发展,高层次的资源分析（粗切容量规划）.工厂车间的调度技术和供应调度技术都被纳入了MRP系统.在这种情况下,用户开始把自己的系统当成整个公司的系统.这些发展引发了下一进化阶段的到来,后来被称为闭环MRP.
In the 1980s, companies began to take advantage of the increased power and affordability of available technology and were able to couple the movement of inventory with the coincident financial activity. Manufacturing resources planning (MRP II) systems evolved to incorporate the financial accounting system and the financial management system along with the manufacturing and materials management systems. This allowed companies to have a more integrated business system that derived the material and capacity requirements associated with a desired operations plan, allowed input of detailed activities, translated all this to a financial statement, and suggested a course of action to address those items that were not in balance with the desired plan. 在20世纪80年代,公司开始采取提高功率承受能力和现有技术的优势,已能使存货和金融活动的同步进行.生产资源计划（MRPⅡ）发展到其已兼容了财务会计制度、财务管理制度体系及材料和制造管理系统的阶段.这使得公司有一个更加综合业务系统,它又延伸到材料和产能所需的操作计划,允许输入详细的活动,调度所有财务报表,并可建议对与预期的计划不符的事宜采取措施.
By the early 1990s, continuing improvements in technology allowed MRP II to be expanded to incorporate all resource planning for the entire enterprise. Areas such as product design, information warehousing, materials planning, capacity planning, communication systems, human resources, finance, and project management could now be included in the plan. Hence, the term, ERP was coined. And ERP can be used not only in manufacturing companies, but in any company that wants to enhance competitiveness by most effectively using all its assets, including information. 到90年代初,技术的不断改进使MRPⅡ的将整个企业所有资源的规划都纳入其中.如产品设计,信息仓储,物资计划,产能规划,通讯系统,人力资源,财务和项目管理等领域现在都可列入到计划中来.此后,EPR这个术语就被创造出来了.ERP,不但可用于制造型企业,而且可用于预高效地利用其所有资源包括加强信息的竞争力的任何公司.
（翻译了一下午终于翻完了 请放心用吧 邮箱号码不全 所以只给你邮箱发了一半翻译 ）
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