2781.B关于电信业务的客户响应流程管理 外文参考文献译文及原文doc

1、本科毕业设计（论文）外文参考文献译文及原文 学 院 经济管理学院 专 业 工商管理 年级班别 学 号 学生姓名 指导教师 年 月 日目 录外文文献译文.11 erp概念及发展史.12 我国中小企业的特点及信息化的建设.33 erp在我国中小型企业中的应用现状.43.1 erp在我国中小企业的使用现状分析.43.2 中小企业使用erp时所遇到的问题和原因分析.53.3 使用erp中的问题的对策.6外文文献原文.91 erp concept and the history of the development.92 sme information and the characteristics o

2、f the building.113 erp in china smes of the status.123.1 erp in the use of smes in china analysis.123.2 smes use erp as the problems encountered and analysis of erp system.133.3 use of erp responses.15外文文献译文1 erp概念及发展史近年来，随着各大媒体的广泛报道、各种研讨会的大量召开，erp像飓风一样席卷神州大地，各行各业似乎都觉得自己与erp有关。那么到底erp是什么东西呢？让我们来具体了解

3、一下究竟什么是erp。erp是一个由 gartner group 开发的概念，描述下一代制造商业系统和制造资源计划（mrp ii）软件。是当今国际上先进的企业管理模式。其主要宗旨是对企业所有的人、财、物、信息、时间和空间等综合资源进行综合平衡和优化管理，面向全球市场，协调企业各管理部门，围绕市场导向开展业务活动，使得企业在激烈的市场竞争中全方位地发挥足够的能力，从而取得最好的经济效益。对于企业来说，要理解企业资源计划（erp），首先要明确什么是企业资源。简单地说，企业资源也就是所谓的三大流：物流、资金流和信息流。据此我们可以认为，erp就是一个有效地组织、计划和实施企业的人、财、物管理的系统，

4、它依靠it技术和手段以保证其信息的集成性、实时性和统一性。erp最初是一种基于企业内部供应链的管理思想，是在mrpii的基础上扩展了管理范围，给出了新的结构。它的基本思想是将企业的业务流程看作是一个紧密连接的供应链，将企业内部划分成几个相互协同作业的支持子系统，如财务、市场营销、生产制造、质量控制、服务维护、工程技术等。随着20世纪60年代经济增长的减缓和市场竞争的加剧，为库存而生产的生产方式使得企业背上了沉重的积压包袱，而那些根据订单而生产、迅速适应市场变化的企业取得了优势。到了80年代，企业开始通过对整个内部供应链的监控和计划来指导生产，以面向市场为管理中心，同时随时了解和控制产品的最终成

5、本，此时mrpii(制造资源计划)的概念以及相应的软件应运而生。面向市场的供应链的管理被提到了重要的位置。进入20世纪90年代，世界经济格局发生了几个显著的变化。企业为了适应市场需求的变化，过去单一的生产模式变成了混合型的生产模式，mrpii在应对这些复杂和多变的混合生产时，已经无法准确地适应企业的管理需要了。并且，由于mrpii是对计划的及时滚动来控制整个生产过程，相比起更加快捷的互联网来说显得及时性较差，只能实现事后控制。同时，企业越来越强调利润控制的作用，因此简单的财务数据和生产数据的集成，已经无法满足管理控制的要求。为了企业内部与外部的更加广泛的管理范围以及更加灵活的生产方式的要求和实

6、现企业价值的控制，1990年前后，erp逐渐取代了mrpii，成为主流的企业管理软件系统。少的手段。2 我国中小企业的特点及信息化的建设 中国加入wto后，给我国八百多万中小企业创造了划时代的发展机遇，但也带来了最为严峻的挑战，全球经济一体化，激烈的市场竞争、内外环境的压力等等，都将迫使中小企业不得不加速自身改造，提高其核心竞争力。而利用it，加强企业内部信息化建设便成为当今中小企业提升竞争力，实现预期经济效益的重要方法。可以说只要谁在当今的企业信息化建设中占了先机，谁就在企业的整个商业竞争中力拔了头筹！ 然而，中小型企业管理信息化步伐却和中小型企业的在经济生活中承担的重要作用不相匹配，目前仍

7、处在起步阶段。一家权威市场研究机构对我国中小型企业管理信息化水平进行的专项调研表明：中小型企业信息化建设水平普遍较低，it观念淡漠，缺乏it基础知识，it人才匮乏等问题。数据显示，我国有大约30的中小型企业用户还没有意识到信息化对企业经营的帮助，80以上的中小型企业缺乏专业的it人员。3 erp在我国中小型企业中的应用现状3.1 erp在我国中小企业的使用现状分析虽然erp进入我国已经长达20多年，但是对于我国众多的中小型企业来说，“erp”只是作为软件管理的代名词，是集大成和全面管理的大型企业的“专利”。很少有中小企业去主动接触和使用erp。，当目前为止我国众多中小型企业中实施erp的只有3

8、.8%左右，远远低于发达国家及一些发展中国家的水平。然而，随着市场竞争加剧，中小型企业同样面临如何利用资讯科技、加强管理、提高效率的问题，erp的使用是大势所趋。首先，从影响中小型企业发展的因素来看，除了诸如社会环境、创业经验、筹资融资的艰难等因素外，核心的因素依然是管理。中小型企业由于结构简单、人员少、沟通方便，管理体制与大型企业相比不够规范。不少中小型企业，往往以人情管理代替制度管理，管理水平低下，经营效果差。管理信息化的过程正是规范管理的过程；同时，中小型企业同样需要面对销售和市场、制造生产、财务会计、人事和组织等管理问题，他们同样需要采用先进的信息技术在实现各种管理功能现代化的同时，将

9、组织的管理职能有机地结合，从而形成一体化的企业管理信息系统。既然是系统，那就不仅仅只是针对某一方面管理信息化，而应该是全面管理信息化，这个系统应该是一个集成的系统，包含各方面的信息管理。只有这样，才有助于企业数据统一、信息准确畅通、并进一步为企业发展提供商业智能和决策支持能力，从而提高企业的管理水平和盈利能力。所以，企业不论大小，实现erp的全面信息化管理是必走之路。 其次，中小型企业与大型企业同样需要信息共享。从市场大环境来看，现在的竞争已经不是单独的企业间的竞争，而是一条产业链和另一条产业链的竞争。中小型企业作为产业链中的环节，其规模小，信息来源少，更需要及时沟通产业链上下游信息，借助er

10、p系统这一高速渠道来增多信息来源，改善信息闭塞的现状，给中小型企业带来生机，维护产业链的长远发展；在中小型企业内部，由于各部门信息不完备，企业内部信息交流不畅，极容易导致企业目标不明确、计划不周密、经营活动盲目、市场方向被误导、资源浪费等弊端。因此，迫切需要erp系统对企业内部信息整合共享。在已经实施erp的企业中，我们按照实施阶段，将它们划分为三类：第i阶段的企业，是指进行了系统总体规划，计划的编制已开始由手工完成向计算机辅助完成转变，对基础数据进行整理，开展了前期工作的企业；第ii阶段的企业，指在第i阶段基础上，已经应用了系统的部分模块进行了库存管理、采购管理、订单管理、材料用量管理等，基

11、本上形成时段式mrp的企业；第iii阶段的企业，指向能力需求计划扩展，把车间作业计划、销售、财务导入系统，基本上形成闭环mrp，或者已经形成erp的企业。3.2 中小企业使用erp时所遇到的问题和原因分析3.2.1 企业没有真正了解erp系统虽然媒体上大量宣传erp系统，说它是提高企业管理水平增强企业竞争力的利器等等，事实上真正大力宣扬erp的还是大量的erp软件供应商，这就造成大家一种错觉，以为erp只是一种简单的计算机系统，企业在上erp系统时过分夸大的计算机管理人员的作用，那就产生一方面计算机人员感到力不从心，另一方面其它管理人员投入不够，最终导致整个系统的失败。其实，erp系统是一套现

12、代化的企业管理思想和理念，它强调的是人、财、物、供、产、销全面结合、全面受控、实时反馈、动态协调、以销定产、以产求供，效益最佳、成本最低，流程式管理、扁平化结构，是企业物流、资金流、信息流到目前最新的知识流相结合的全面的企业管理工具，它的运转需要整个企业全面投入配合，而计算机管理人员只是其中一员，企业不会赋予他们如此巨大的责任，他们本身也不具备这样的能力。3.2.2 企业上erp系统时过分求大求全erp系统包括mrp运算、mrpii模拟、jit准时管理、供应链计划、约束分析、现金流预测、abc成本、需求追溯、销售定单、客户管理、供应商管理、采购定单、生产命令、实时成本分析、看板管理、自动排程、

13、自动凭证等基本模块外，还有质量管理、tqm全员质量管理、实验室管理、edi电子数据交换、项目管理、c/s计算机技术、项目管理、运输管理、设备管理、多货币多语言多税种等许多模块，还有根据需要不断加入的一些独立模块，如知识管理、btob在线交易、员工自助服务等。如此多的模块每个都有它独到的功能，一些企业喜欢求大求全，刚上erp系统最好什么都装希望一步到位，这样不仅造成资金的浪费，最主要的是模块一多势必产生大量的问题，其中包括前期培训、基本数据及软件本身等，严重挫伤企业使用erp系统的信心，导致上线失败。其实企业在上erp时一定要分析企业的需求制定可行目标及上线标准，分步走，逐步加入模块完善企业er

14、p系统。3.2.3 企业资金问题erp系统不仅在前期需要投入大量的资金，而且在运行过程中会需要大量的资金维护维持，有些企业在上线时投入了一大笔资金后希望一劳永逸，而以后发现系统需要大量的资金维护是或是企业更换了高层领导，或是碰上经济不景气时，会对这笔资金支出产生动摇。 3.2.4 软件供应商本身的问题虽然目前我国中小型企业中使用的erp软件，大多数都是外国老牌的erp，但是在其系统中仍不免有不少的小bug，而就我所知国内软件供应商及国外软件国内公司在前期培训、二次开发及售后服务远不及国外，特别是一些国内本地erp软件开发及供应商存在大量的问题，所以企业在选择erp软件时一定要慎重，注重对软件供

15、应商提供的前期培训、二次开发及售后服务的要求，避免在开始时就跌倒。 3.3 使用erp中的问题的对策3.3.1 对于是否要上马erp要进行详细的考察分析 由于社会上对erp的不断炒作，许多中小型企业似乎找到了新的救命稻草，企业的领导阶层对erp的具体作用认识不够，认为只要实施了erp系统，一切问题都会迎刃而解，没有考虑erp在自己的企业中是否应用，也没有erp的实施过程是一个改进管理的渐进的过程，以至于期望过高，急于求成。 其实每个行业都有自己迫切需要解决的问题，比如，在制造业，有的企业主要问题是产品老化，没有市场，那就需要在产品研发和产品结构上下功夫；有的企业设备陈旧，工艺落后，生产不出高质

16、量有竞争力的产品，那就需要进行技术改造，更新设备。这类问题，都不是上erp系统能够解决的。有些影响竞争力的问题，甚至都不是需要靠信息技术来解决的，例如体制和机制问题、经营策略问题、人员素质问题，都同上不上erp没有直接关系。通过实施erp，有的问题可以解决，有的问题是不能或者在目前的情况下不能解决的。因此中小型企业实施erp既需要有坚定的意念，同时要选择适合的目标，树立持久的决心。并严格地遵照项目管理的原则办事，进行摸底、分析、决策，才有可能避免实施erp系统的盲目性。而盲目性是erp系统失败最大的潜在风险。3.3.2 要明确实施erp的步骤中小型企业要想成功实施erp并不是一下子就能够实现的

17、，否则会导致消化不良。首先应该选择一个适合自己企业的erp产品，具体要求就是所选的erp系统要功能全面、技术先进、应用成熟、全面协同，确保建立坚固的、可靠的运行框架。其次在实施erp时应该按照：企业最重要的业务关键点，要做到尽快实施，尽快见效。同时erp软件还要能够满足中小型企业的各个部门的需要。虽然大型企业也需要分步化实施，但是中小型企业对这项需求尤为迫切。中小型企业erp实施中既要追求最大投资回报率，又要有预见性，为企业未来的发展留有余地，不能追求短期利益。有些企业为了省钱或者暂时的需要，很难正确地从整体上布局，短时间见效很快，但给企业今后的管理集成和资源整合造成困扰，轻者给使用带来不便，

18、重者必须进行大量的基础管理修补，不但浪费时间与金钱，还将使erp的成果大打折扣。因此，中小型企业在实施erp时要处理好整体架构与可扩展性、效益最大化与时效性、投资回报与风险的矛盾。3.3.3 对于业务重组一定要谨慎小心业务流程重组（bpr）被认为是继全面质量管理运动后的第二次工商管理革命，这次管理革命的关键技术是重新融合被分离得支离破碎的企业流程。一个实施erp的企业势必要重组它的业务过程，从而与符合erp思想和最佳实践的业务过程一致。 应该注意的是，中小型企业的长处是业务过程相对简单、反应速度快，所以没有理由因为实施了erp系统而影响到它的优势。很多中小型企业进行了bpr、用了erp系统之后

19、业务过程变得复杂了，速度变慢了，这是错误的。进行bpr要因企业的情况而异，不是每个企业都一个做法。重组后的业务过程应当更简洁、反应更快，否则为什么要进行brp呢？这样就与实施erp的初衷相背了。所以在进行业务重组的时候一定要小心谨慎！3.3.4 进行有效的项目管理erp系统的实施必然涉及到人们传统观念的转变、机制的转换、管理方法的改变、业务流程的重组、组织结构的调整、责权利的再分配、规章制度的建立健全、项目的可行性研究、项目的实施方法、软件的功能、软件和实施服务商的服务水平等一系列实际问题。从而使整个项目实施应用具有涉及面广、难度大、周期长、系统复杂等特点。中小型企业在erp实施过程中，由于企

20、业本身人员的技术水平和项目管理经验缺乏，常常造成工程投资突破预算，工期超过预定时间，工程质量差，难以建立必要、有效的沟通机制、项目管理混乱等问题的出现。而最关键的问题是缺乏一个现实的实施计划和控制措施。如果计划完成的时间很短、不现实，在压力下实施小组匆忙行事，结果是软件安装完成了，其它都不到位。反之，如果实施周期拖得太长，人们会对实施erp失去信心，使得士气低落、阻力加大。因此，在erp项目规划、实施中选择一个合适的项目负责人并引入工程监理，进行有效的项目管理变得十分重要。neilafter y2k, eyes will been extending the enterprise. pc we

21、ek.2005neilafter y2k, eyes will been extending the enterprise. pc week.2005外文文献原文1 erp concept and the history of the developmentin recent years, with the major media widely reported that a large number of seminars held erp as a hurricane swept across china, businesses seem to have the feeling that

22、they are relevant and erp. so in the end what is erp? let us know what specific, what is erp. erp is a development by the gartner group concept, description next generation manufacturing business systems and manufacturing resource planning (mrp ii) software. is the international advanced management

23、mode. its main purpose is to enterprises of all human, financial, material, information, time and space, integrated resource for overall balance and optimizes the management, geared to the global market, and coordinating the management department, focus on market-oriented business activities, making

24、 enterprises in the fierce market competition in all directions to have sufficient capacity, achieve the best economic benefits. for enterprises, the need to understand the enterprise resource planning (erp), it is first necessary to clarify what enterprise resource. in simple terms, corporate resou

25、rces is the so-called three main streams: the flow of materials, funds and information flow. accordingly we believe that erp is an effective organization, planning and implementation of an enterprise of the people and money, objects management system, which relies on it skills and means to ensure th

26、at its message of integration, and integration of real-time. erp was initially based on internal supply chain management thinking, mrpii is based on the expansion of the scope of management, is a new structure. it is the basic idea of the business processes as a closely linked to the supply chain; e

27、nterprises will be divided into several mutual collaboration support subsystems, such as finance, marketing, manufacturing, quality control, service maintenance, engineering technology. with 20 1960 economic growth slowed and the market competition intensifies, inventory and production to the produc

28、tion method allows enterprises to shoulder a heavy burden of the backlog, and under those orders and production, adapt quickly to changes in the market enterprises an advantage. in the 1980s, enterprises started by the entire supply chain internal controls and plans to guide production, to a market-

29、oriented management of the center, while time understanding and control of the final product cost, at this point mrpii (manufacturing resource planning) and the concept of the software came into being. market-oriented supply chain management are referred to the important position. into the 90s of th

30、e 20th century, the worlds economic structure has undergone several significant changes. enterprises in order to adapt to the changing market demands, a single mode of production has become a mixed-mode of production. mrpii in dealing with these complex and volatile mix of production has been unable

31、 to accurately meet the enterprise management needs. and, because of mrpii timely rolling plan to control the entire production process, compared to the more efficient the internet is a timely example was poor, only achieving control later. meanwhile, corporate profits increased emphasis on the role

32、 of control, simple financial data and production data integration has been unable to meet the requirements of management control. to internal and external wider scope of management and more flexible modes of production demands and realize the value of enterprises control, before and after 1990, to

33、gradually replace the erp mrpii. become the mainstream of enterprise management software systems. less means. 2 sme information and the characteristics of the buildingchinas accession to the wto, chinas more than eight million smes to create a landmark opportunity for development, but also brought t

34、he most serious challenge of global economic integration, fierce competition in the market, the pressure on the internal and external environment, and so on. smes will be forced to speed up its own transformation, to improve their core competitiveness. and the use of it to enhance internal informati

35、on technology will become the smes to improve competitiveness, the achievement of the expected economic benefits of the important ways. who can say that as long as the enterprises in todays information-based construction accounted for the initiative, enterprise will come in the whole business compet

36、ition of the researchers brandy! however, small and medium enterprise management information pace and the small and medium enterprises in economic life commitment to the important role not match, currently still in the infancy stage. an authoritative market research on chinas small and medium enterp

37、rise management information for the level of the special investigation showed : sme informatization construction generally low level of it concepts independently, based on the lack of it knowledge, it personnel are limited. data show that china has about 30% of small and medium business users still

38、do not realize that information on business assistance, more than 80% of smes lack of professional it staff. 3 erp in china smes of the status3.1 erp in the use of smes in china analysisalthough china has entered erp for more than 20 years, but many of chinas small and medium-sized enterprises, erp

39、only as a synonym for software management, synthesizer and comprehensive management of large enterprises patent. few smes to take the initiative to contact and the use of erp. when my now many small and medium-sized enterprises to implement erp only 3.8% far lower than that of developed countries an

40、d some developing countries. however, as market competition intensifies, smes also face the question of how the use of information technology, strengthen management, improve efficiency, the use of erp is the general trend. first, from the impact of the development of smes factors, besides such as so

41、cial environment, entrepreneurial experience the difficult financing, and other factors, the core factors still management. smes because of its simple structure, personnel, communication, management structure compared with large enterprises is not sufficiently regulated. many small and medium enterp

42、rises, often in personal management system to replace management, and poor management, poor operating results. information management is the process of regulating the process; meanwhile, small and medium-sized enterprises need to face the same sales and marketing, production, financial accounting, p

43、ersonnel and organization management, they also require the use of advanced information technology in achieving the modernization of various management functions at the same time, will organize the management functions organically integrated, thereby creating an integrated enterprise management info

44、rmation system. since the system is, it is not targeted at any particular aspects of the management of information, and should be comprehensive management information, this system should be an integrated system that includes all aspects of information management. only by so doing contribute to enter

45、prise data unification and accurate information flow and further development of enterprises to provide business intelligence and decision support capabilities, thereby improving the management level of enterprises and profitability. therefore, regardless of size enterprises, erp comprehensive inform

46、ation management is the path we must take. secondly, smes and large enterprises also need information sharing. from the market environment, the present competition is not a separate inter-enterprise competition but an industrial chain and the other an industrial chain competition. smes as an industr

47、y link in the chain, its small size, less source of information, more need for timely communication between the upstream and downstream industrial chain information, with the help of erp systems to the high-speed channels to increase sources of information, improve the status of poor information, sm

48、es vitality and maintaining industrial chain to the long-term development; in the small and medium enterprise, due to various departments with incomplete information, internal information exchange sluggish, very easily lead to business goals is not clear, it does not careful, blindly business activi

49、ties, the direction of the market being misled, the waste of resources, and other ills. therefore, there is an urgent need for erp integration of the enterprises internal information sharing. erp has been implemented in the enterprise, in accordance with the implementation phase, they will be divide

50、d into three categories : phase i of the enterprise, refers to the overall system planning, the preparation has begun to be completed by the computer-aided manual complete change, based on data collated launched preparatory work for the enterprise; phase ii of the enterprise that the first stage, ba

51、sed on application has been part of the system module of inventory management, procurement management, order management, materials management and other content, basically formed mrp-time enterprises; stage iii of the enterprise, point plan to expand capacity needs, put job shop, sales, finance deliv

52、ery system, and basically formed the closed-loop mrp or erp has been formed enterprises. 3.2 smes use erp as the problems encountered and analysis of erp system 3.2.1 enterprises do not really understand the erp system while a large number of media publicity erp system, it is to raise the level of c

53、orporate governance to enhance the competitiveness of enterprises as a weapon and so on. in fact the real advocates of erp or large erp software vendors, which caused you a wrong impression erp is thought that a simple computer system, enterprises in the erp system exaggerated the computer managemen

54、t role while the computer would have felt sadder, on the other hand other management staff input not enough, eventually led to the failure of the entire system. in fact, the erp system is a set of modern business management ideas and philosophy, which emphasizes the human, financial, material, suppl

55、y, production, pin fully integrated, comprehensive controlled, real-time feedback, dynamic coordination to sell reversed in demand for products, the effectiveness of the best, lowest cost, process management, a flat structure, enterprise logistics, and capital flow, information flowed from the prese

56、nt up-to-date knowledge of the flow of combining comprehensive enterprise management tools, it needs of the entire enterprise operating fully with, and the computer management is only one. enterprises will not be giving them such a tremendous responsibility, they do not have the ability. 3.2.2 enterprises on erp systems too big and ambitious erp systems including mrp calculation, simulation mrpii, jit on time management, supply chain planning, constraint analysis, cash flow forecasting, abc cost, the demand back, sales orders