Question

谁能帮忙翻译一下，翻成中文

Today, the integration of companies’ business processes is, if not a necessity, a requirement linked to the reactivity imperative. Organizations’ zeal to adopt integrated ERP systems is thus highly justified because these systems are believed to dramatically improve competitiveness. SAP R/3 has emerged as the dominant leader in ERP systems, and is now one of the most widely used tools for optimizing and re-engineering business processes ( Cooke and Peterson, 1998; Al-Mashari,Al-Mudimigh, 2003). Siemens (Elliott, 1997) and Lucent Technologies ( Francesconi, 1998) for instance, have implemented SAP R/3 to improve the integrity of their supply chain. Nonetheless, even under ideal circumstances,ERP implementation is fraught with formidable challenges (Motwani et al., 2002). For one, the company must successfully transform its organiza-tion within the specified time frame and within budget (Welti, 1999; Weston, 2001). Until recently, the implementation process associated with such
systems has been particularly long ( Laughlin, 1999). Standish Groupfound that 90% of ERP implementations end up late or over budget (Umble et al., 2003). In some cases, the imple-mentation time is extended indefinitely, which has negative consequences for both the companies and the morale of their employees ( Gupta, 2000;Mabert et al., 2001). Note that this endeavor represents much more than a simple technological implementation in the traditional sense of the term (Austin and Nolan, 1999 ; Mandal and Gunase-karan, 2002). The organizational change and
process re-engineering in ERP projects, the en-terprise-wide implications, the high resource com-mitment, high potential business benefits and risks associated with ERP systems make their imple-mentation a much more complex exercise in innovation and change management than any other advanced manufacturing technology (Kumar et al., 2003). Putting in place an ERP necessitates a transformation that is simulta-neously strategic, technological, structural, orga-nizational and social. It is therefore not surprising that many ERP implementations fail (Soh et al.,2000). Mabert et al. (2003) found that even with significant investments in time and resources, a successful outcome is not guaranteed. Radding (1999) argues that when an organization channels
millions of dollars into a core business application and re-engineers its business processes around it, the exercise invariably becomes much more than a systems development project.
Implementing ERP systems successfully requires an implementation strategy. Cooke and Peterson (1998) observed that organizations that had no strategic plan for SAP implementation performed poorly 90% of the time compared with those that had a plan. A strategy and a plan, however, should follow systematic consideration of the company’s requirements and its ability to manage changes that would be required under the new situation.

Answer 1

今天，整合公司的业务流程是，如果不是必要的，要求与反应性势在必行。组织热心采取综合系统是非常合理的，这些系统被认为大大提高竞争力。开发/ 3已成为主要领导人在企业资源规划系统，和现在是一个最广泛使用的工具，优化和再造业务流程（库克和彼得森，1998；al-mashari，al-mudimigh，2003）。西门子（埃利奥特，1997）和朗讯科技（法兰西斯科尼，1998）例如，实施开发3改善供应链的完整性。然而，即使在理想的情况下，实施充满艰巨的挑战（Mot wani等人。，2002）。一个公司的成功，必须转变其组织人员在指定的时间框架内和在预算（韦尔蒂，1999；和，2001）。直到最近，实施过程等相关系统特别长（劳克林，1999）。私人groupfound实施结束90%晚或以上的预算（内脏等人。，2003）。在某些情况下，实施的时间是无限期延长，具有消极后果的公司和员工的士气（笈多，2000；马波特等人。，2001）。请注意，这种努力是远远超过一个简单的技术实现了传统意义上的任期（奥斯汀和诺兰，1999；村庄和gunase-karan，2002）。和组织变化流程再造项目的影响，en-terprise-wide，高资源com-mitment，高潜力的商业利益和风险与企业资源规划系统，使其实现一个更复杂的运动中的创新与变革管理比任何其他先进制造技术（库马尔等人。，2003）。在一个企业需要一个转变，是，战略，技术，结构，orga-nizational和社会。因此它是不奇怪，许多ERP实施失败（苏等人。，2000）。马波特等人。（2003）发现，即使有重大投资的时间和资源，一个成功的结果是没有保证。（1999）认为，当一个组织渠道百万美元为核心业务的应用和re-engineers其业务流程的周围，运动总是变得更比一个系统开发项目。执行企业资源规划系统的成功需要执行策略。库克和彼得森（1998）指出，组织，没有战略规划的实施表现不佳，90%的时间相比，有一个计划。一种战略和计划，然而，应遵循系统考虑公司的要求和管理能力的变化，将需要在新的形势。