中科新闻网丰田霸道汽车多少钱:求助各位英语好手!!!!给高分
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Statco
Statco is a European stationery supplier. Its legacy systems were the result of a history of mergers and acquisitions, and its business was comprised of autonomous companies, each with its own IT system. All these systems were not Y2K compliant and were not capable of running an integrated business.
There had been problems in the past when some of these autonomous companies had tried to integrate, but the senior management still wanted to create a unified business and chose an ERP system to support it. Their ERP strategy provided each site with a system that matched or exceeded the functionality of the existing legacy system. When all the sites were on the common platform, they aimed to implement the remaining functionality of SAP. Statco chose not to customize the systems, and they staggered the implementation. They did not run the old and new systems in parallel.
The project had top-management support and the managing director was active. The two-year project schedule implemented SAP quickly across all sites to establish a basic common system and then built up functionality across the whole business. The methodology was to fast-track SAP implementation in the sites needing only the minimum ERP functionality.
Project representatives at each site obtained client acceptance through user testing trials and extensive training on the system and new business processes. Users also received a project newsletter. To maintain standards, the training continued after the system went up.
The project team, including managers taken out of the business to work full time on the project, was cross-functional and had a charter detailing the project philosophy. The BPC and software configuration activities were split between in-house staff and consultants, but the team also sought technical expertise for software configuration from experienced SAP consultants. The philosophy of the BPC was to align the business processes to the software, simplifying the processes to eliminate redundant activities. The main forum of communication throughout the project was weekly meetings so that decisions could be made rapidly. Careful testing and trial runs of the system before the final delivery date avoided additional problems
怎么翻译啊?
Statco is a European stationery supplier. Its legacy systems were the result of a history of mergers and acquisitions, and its business was comprised of autonomous companies, each with its own IT system. All these systems were not Y2K compliant and were not capable of running an integrated business.
There had been problems in the past when some of these autonomous companies had tried to integrate, but the senior management still wanted to create a unified business and chose an ERP system to support it. Their ERP strategy provided each site with a system that matched or exceeded the functionality of the existing legacy system. When all the sites were on the common platform, they aimed to implement the remaining functionality of SAP. Statco chose not to customize the systems, and they staggered the implementation. They did not run the old and new systems in parallel.
The project had top-management support and the managing director was active. The two-year project schedule implemented SAP quickly across all sites to establish a basic common system and then built up functionality across the whole business. The methodology was to fast-track SAP implementation in the sites needing only the minimum ERP functionality.
Project representatives at each site obtained client acceptance through user testing trials and extensive training on the system and new business processes. Users also received a project newsletter. To maintain standards, the training continued after the system went up.
The project team, including managers taken out of the business to work full time on the project, was cross-functional and had a charter detailing the project philosophy. The BPC and software configuration activities were split between in-house staff and consultants, but the team also sought technical expertise for software configuration from experienced SAP consultants. The philosophy of the BPC was to align the business processes to the software, simplifying the processes to eliminate redundant activities. The main forum of communication throughout the project was weekly meetings so that decisions could be made rapidly. Careful testing and trial runs of the system before the final delivery date avoided additional problems
怎么翻译啊?
StatcoStatco是欧洲供应文具. 其后果是造成系统的历史并购,它是由企业自主公司,各有其制. 所有这些系统都没有,不符合规定的综合经营能力的业务. 出现了一些问题,这些在过去曾试图把公司的自主,但高层仍希望建立一个统一的企业选择ERP系统和支持. 每个网站提供的ERP策略与系统,配合现有的功能或超过传统系统. 当所有的土地都在共同的平台,但其实施SAP其余功能. Statco不欲定制系统,他们的交错执行. 他们没有经营新旧系统并行. 该项目的最高管理是积极支持和总经理. 两年的SAP项目实施计划在所有地点迅速建立共同的基本制度建立起来,然后在整个企业的功能. 方法是快速实施SAP的最低点仅需要ERP功能. 每个项目代表接受客户通过网站获得广泛的培训和使用测验的新业务系统和过程. 通讯工程也得到了用户. 为维持一定的水准,该系统经过不断的训练上升. 项目组,包括商务经理带出了全日工作项目,是两岸包机功能,并详细介绍了该项目的哲学. BPC和软件配置的分裂活动之间的内部工作人员和顾问,但也要求技术专家小组对软件配置由SAP资深顾问. BPC是哲学的过程,是使企业的软件,简化程序,以消除重复的活动. 座谈会主要是交流各地的每周会议计划,使决策可以取得迅速发展. 仔细的检查和测试系统的最后限期之前避免更多问题