神马品牌网全国公办大学排名:求助英语高手们，给高分了
来源：百度文库 编辑：神马品牌网 时间：2024/05/03 00:24:43
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
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
Statco
Statco是一个欧洲人文具供给者。 其遗产系统产生于合并和获得的一段历史，而其商业由自治的公司组成，带有其自己的IT系统的每一。 所有这些系统不是依从2000年并且不有运营一种综合的商业的能力。
在某些这样的自治的公司曾经试图集成的过去已有问题，但是高级管理仍然想要创造一种统一的商业并且选择一个ERP系统支持它。 他们的ERP策略向每一地点提供匹配或者超过现有的遗产系统的功能的一个系统。 当所有地点在共同平台上时，他们旨在执行SAP的余下的功能。 Statco选择不定制系统，并且他们蹒跚执行。 他们在中没有运行老和新的系统平行。
项目有顶端管理支持和总经理是活跃的。 两年项目时间表横跨所有地点迅速地执行SAP建立一个基本的共同系统并且横跨全部商业然后建立功能。 方法达到需要仅仅最小的ERP的功能的地点中的快速轨道SAP执行。
每一地点的项目代表通过测试有关系统和新的商业过程的试验和广泛的训练的用户获得顾客接受。 用户也收到一则项目时事通讯。 为了保持标准，在系统上升之后，训练继续。
项目组，包括经理从商业中花费在项目上工作充足的时间，跨功能并且有一个宪章详细叙述项目哲学。 BPC和软件配置活动在单位内部的人员和顾问之间被分裂，但是组也为了来自富有经验的SAP顾问的软件配置寻求技术的专长。 BPC的哲学是把商业过程结盟到软件，简化过程消除多余的活动。 在整个项目中的通信的主要的论坛是每星期的会议，这样决定能迅速被做。 系统的小心的测试和试验运行在最后的发送日期避免另外的问题之前
偶尽力了
太多了，翻译的太累
很明显，又是一个刷分的