神马品牌网民办院校排名2017:求助各位英语好手!!!!给高分
来源：百度文库 编辑：神马品牌网 时间：2024/05/02 19:12:51
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是一家欧洲文具供应商。它通过合并，并购承继了现在的各个系统，包括几家自主经营的下属公司，它们每一个都有自己的信息系统，但所有这些公司并没有适应新千年的潮流，没办法整合起来。
……………………怎么这么长呢，下次接着翻