管理專業(yè)外文翻譯---發(fā)展erp以提高顧客的定位和服務(wù)

1、<p>　　Developing Information Technology Policies </p><p>　　for Enterprise Resource Planning </p><p>　　to Improve Customer Orientation and Service</p><p>　　發(fā)展ERP以提高顧客的定位和服務(wù)<

2、/p><p>　　Riyanarto Sarno and Anisah Herdiyanti,</p><p>　　Introduction</p><p>　　The globalization of customers, products and services are driving the enterprise to focus on the sustain

3、ability, which encompasses the technology, social, environmental and economics dimensions. The Information Technology(IT) is poised to play critical role to the sustainability of the enterprises.The role of IT can be con

4、sidered as a catalyst for the sustainability of short-term and long-term of enterprise objectives, which is known as business goals. </p><p>　　為了取得全球化的客戶的一致好評(píng),產(chǎn)品和服務(wù)都是推動(dòng)企業(yè)專注于可持續(xù)性發(fā)展的重心,包括技術(shù)、社會(huì)、環(huán)境和經(jīng)濟(jì)規(guī)模。信息技術(shù)在企業(yè)的

5、可持續(xù)性發(fā)展過(guò)程中起到了重要的作用, 它的作用會(huì)被認(rèn)為是是實(shí)現(xiàn)短期和長(zhǎng)期可持續(xù)發(fā)展的企業(yè)目標(biāo)的催化劑,即所謂的商業(yè)目標(biāo)。</p><p>　　Moreover, the Enterprise Resource Planning(ERP) system is an important IT application, which is conceived to contribute in the success of

6、 managing business process in enterprises. Many enterprises have been running the ERP system successfully worldwide. The ERP system enables an enterprise to run the business processes in the high levels of delivering ser

7、vice to customer, balancing demand and supply, and integrating ERP functionalities, 例如human resources management, sales, marketing, manufacturi</p><p>　　此外,企業(yè)資源計(jì)劃(ERP)系統(tǒng)是一個(gè)重要的信息技術(shù)應(yīng)用,這是為孕育成功的企業(yè)業(yè)務(wù)流程以便管理企業(yè)。許多企業(yè)

8、已經(jīng)成功地在世界范圍內(nèi)實(shí)施了ERP系統(tǒng)。ERP系統(tǒng)即是使企業(yè)經(jīng)營(yíng)業(yè)務(wù)過(guò)程的高水平給客戶提供服務(wù),平衡供需,和整合ERP的功能,例如人力資源管理市場(chǎng)、銷售、生產(chǎn)、運(yùn)作、采購(gòu)和財(cái)務(wù)</p><p>　　Even though the ERP system is widely used in many enterprises, but the success of ERP practices are rarely is

9、sued. The ERP practices involve a lengthy and complex process[5];these will give more opportunities that many problems will affect the ERP practices. However, the problems associated with the software implementations are

10、 not new, nor specific to ERP system.</p><p>　　即使ERP系統(tǒng)是廣泛用于許多企業(yè),然而成功實(shí)踐的案例卻很少發(fā)布。ERP實(shí)踐是一項(xiàng)長(zhǎng)期而復(fù)雜的過(guò)程;這就使影響ERP實(shí)踐的問(wèn)題有更多的機(jī)會(huì)出現(xiàn)。然而,軟件實(shí)現(xiàn)所帶來(lái)的相關(guān)問(wèn)題的出現(xiàn),也不是ERP系統(tǒng)所獨(dú)有的情況。</p><p>　　Many studies have reported sever

11、al reasons of ERP failure reasons. The failure reasons of ERP practices can be vary from the high level management who had the objective of integrating ERP within business, to the end users who operate the ERP system; fo

12、r instance, Davenportreports the failure of enterprise in resolving the business needs and the new IT system, as the reason of</p><p>　　ERP practice failures. Recent researches by Kumar [8]and Markus [9]sta

13、ted that one of the major problems of ERP failures is the lack commitment, acceptance and readiness of the enterprise to deploy the system. Hence, the delivery and support of ERP practice failures are considered to be th

14、e major problems, including: the lack of high level management commitment,</p><p>　　the lack of knowledge regarding ERP system,the mismatch between the delivered applications and the enterprise’s expectation

15、s and the lack understanding of ERP system operations.</p><p>　　許多研究報(bào)導(dǎo)了幾個(gè)ERP實(shí)施失敗的原因。ERP案例失敗的原因的可能在于企業(yè)高層管理者的目標(biāo)在于整合ERP，而對(duì)最終用戶來(lái)講,他們只是操作ERP系統(tǒng),舉例來(lái)說(shuō),報(bào)告中提出錯(cuò)誤的解決企業(yè)商業(yè)需要和建設(shè)新的IT系統(tǒng),是 ERP實(shí)踐失敗的主要原因。 近年來(lái)，卡瑪和馬庫(kù)斯研究表明： 企業(yè)沒(méi)有兌現(xiàn)

16、ERP完全實(shí)施的承諾和先前的準(zhǔn)備相應(yīng)的企業(yè)部署系統(tǒng)是造成ERP失敗的主要原因。 因此,交貨和支持ERP實(shí)踐的失敗都被認(rèn)為是主要的問(wèn)題,還包括:缺乏高層管理者承諾, 匱乏關(guān)于ERP系統(tǒng)的知識(shí)，提交的各種功能集成應(yīng)用系統(tǒng)和企業(yè)的期望不相匹配，以及對(duì)ERP系統(tǒng)缺乏了解及操作。</p><p>　　Meanwhile, the other studiesconsider the planning and organiz

17、ation, and the acquirement and implementation of the ERP practice failures, including the unclear business objective and the lack of expertise to support the enterprise, respectively. Since the ERP practice failures can

18、be seen from different domains of Control Objectives for Information and Related Technology(COBIT)framework, in this paper we concern with evaluating the ERP readiness based on the IT processes from planning and organiz&

19、lt;/p><p>　　與此同時(shí),其他的研究也表明規(guī)劃和組織,獲取和履行實(shí)施ERP實(shí)踐的承諾是其成敗的關(guān)鍵,這其中包括不清楚的企業(yè)目標(biāo)和缺乏相關(guān)專業(yè)知識(shí)。自從ERP實(shí)踐的失敗可以從控制目標(biāo)的不同領(lǐng)域的信息和相關(guān)技術(shù)框架體系檢測(cè)出來(lái),在這篇文章中我們的關(guān)注與評(píng)價(jià)的基礎(chǔ)是基于ERP準(zhǔn)備工作，這包括策劃、組織、獲得和實(shí)施并交付并且支持。因此,企業(yè)成熟度等級(jí)(EML)是其評(píng)價(jià)企業(yè)ERP準(zhǔn)備措施的標(biāo)準(zhǔn)。</p>

20、<p>　　Furthermore, a successful of ERP practice requires control during planning, implementation and delivery of services, particularly related to IT. Thus, the IT controls can overcome the problems of ERP failures,

21、 and regulate the life cycle of service and related decision rights. The IT controls should be supported with the business controls [14];hence, we concern with IT policies for ERP practices within COBIT framework to achi

22、eve the Business Goals 4 (BG4), improve customer orientation and servic</p><p>　　此外,一個(gè)成功的ERP實(shí)踐需要控制其進(jìn)行計(jì)劃、執(zhí)行和交付等服務(wù)方面,特別是相關(guān)的信息技術(shù)。因此,IT才能控制和克服ERP實(shí)施失敗，規(guī)范ERP系統(tǒng)生命周期的服務(wù)以及相關(guān)決策的權(quán)利。IT系統(tǒng)控制應(yīng)該支持商業(yè)業(yè)務(wù),因此,我們專注于IT政策對(duì)ERP業(yè)務(wù)流程框架

23、來(lái)完成其商業(yè)目標(biāo),提高客戶定位和服務(wù)的實(shí)施。我們運(yùn)用COBIT正是由于其完整性及國(guó)際上信息技術(shù)管理框架適用在許多不同的行業(yè)。</p><p>　　Ten IT policies for ERP practices are developed in order to achieve BG4;they are based on ten IT Processes within two IT Goals(ITG), en

24、sure satisfaction of end users with service offerings and service levels(ITG3)and make sure that IT services are available as required (ITG23).Then, the IT policy objectives are designed for the related IT Processes by c

25、onsidering the contents and structures of ERP system, which are based on the service portfolio referring to Sarno and Herdiyanti.The IT policy ob</p><p>　　10條ERP實(shí)踐政策以達(dá)到BG4;他們是基于包含在兩個(gè)IT目標(biāo)的十個(gè)IT過(guò)程,以保證為終端用戶提供滿意服

26、務(wù)和服務(wù)水平,確保IT服務(wù)均可根據(jù)客戶的要求。然后，IT政策項(xiàng)目中與IT過(guò)程實(shí)施有關(guān)的規(guī)劃需要考慮到ERP系統(tǒng)的內(nèi)容和架構(gòu),該結(jié)果是基于服務(wù)組合Sarno和Herdiyanti。IT政策目標(biāo)、方向和控制為ERP系統(tǒng)提供了相應(yīng)的的功能,并負(fù)責(zé)相應(yīng)的工作職責(zé)。</p><p>　　In this paper, we elaborate the IT policy for ERP practices which rel

27、ates to IT Process Delivery and Support 7(DS7);educate and train users. The IT policy for ERP practices related to DS7 is developed by considering the IT policy objectives. The management directions are also designed, an

28、d accordingly the procedures are developed. The contents of the procedures consider the</p><p>　　EML measurement results, which are structured to improve the enterprise readiness. </p><p>　　在本文中

29、,我們?cè)敿?xì)描述了IT政策與ERP的實(shí)踐中關(guān)于IT政策實(shí)施的遞送和支持工藝，即培訓(xùn)與教育用戶。為ERP實(shí)施的IT政策是為了發(fā)展相應(yīng)的IT項(xiàng)目。管理方向也同時(shí)需要進(jìn)行設(shè)計(jì),并相應(yīng)的支持程序的發(fā)展。程序的內(nèi)容需要考慮EML測(cè)量研究結(jié)果,該結(jié)果是專為改善企業(yè)的準(zhǔn)備工作提供幫助的。</p><p>　　2.Theoretical Consideration 理論研究</p><p>　　2.1 C

30、OBIT信息及相關(guān)技術(shù)的控制目標(biāo) </p><p>　　Control Objectives for Information and Related Technology(COBIT)framework provides a reference process model and common language for IT Process within enterprises. It defines 17 I

31、T-related Business Goals (BG),28 IT Goals and 34 IT Processes, which are groupped into four domains; they are the Plan and Organise (PO),the Acquire and Implement(AI),the Deliver and Support(DS),and the Monitor and Evalu

32、ate (ME).Each of the IT Process consists of control objectives, maturity model and general measuremen</p><p>　　COBIT框架為制造型企業(yè)提供了參考模型與普通語(yǔ)言。它定義了17種相關(guān)的業(yè)務(wù)目標(biāo)(BG),28個(gè)它的目標(biāo)和三十四條過(guò)程,這是集合成四個(gè)領(lǐng)域;他們是計(jì)劃和組織,獲得和執(zhí)行(AI),交付和支持(D

33、S)、監(jiān)測(cè)和評(píng)估每個(gè)的流程，包括控制目標(biāo)、成熟模型和一般測(cè)量加工,監(jiān)測(cè)性能等。PO領(lǐng)域涵蓋戰(zhàn)略和與貢獻(xiàn)識(shí)別以實(shí)現(xiàn)商業(yè)目標(biāo);而AI領(lǐng)域涵蓋的是開(kāi)發(fā)和獲得IT解決方案。DS領(lǐng)域關(guān)注的是全球業(yè)務(wù)上的實(shí)際交割,完成其績(jī)效管理。</p><p>　　The roles and responsibilities for each IT Process are also provided to the effectivenes

34、s of IT Governance by the representation of Responsible, Accountable, Consulted and Informed(RACI)chart. The RACI chart defines what activities should be delegated and to whom. Responsible is attributed for the people wh

35、o do the work to achieve the task which is approved and directed by the Accountable person. This Accountable person is the only person who is</p><p>　　ultimately accountable for correct and thorough completi

36、on of the task. The Consulted and the Informed roles are whose opinions are sought and whose are kept up-to-date on the task progress, respectively. RACI圖表示在每個(gè)IT過(guò)程實(shí)施的角色。RACI圖被定義為怎樣把合適的任務(wù)交給合適的人去完成。負(fù)責(zé)表現(xiàn)在一個(gè)工作的完成需要委派有責(zé)任心并且

37、合適的人來(lái)完成。該負(fù)責(zé)的人是唯一能最終負(fù)責(zé)正確、完整的完成這項(xiàng)任務(wù)。信息主管所扮演的是那種觀點(diǎn)具有探索性且始終保持對(duì)最新信息的敏銳性的角色。</p><p>　　Furthermore, each of the IT Process has control objectives to successfully implement in the enterprise. Control means the polic

38、ies which is equipped with procedures, practices and organizational structures. A control is needed to assure that business objectives will be achieved and undesired events will be prevented or detected and corrected[14]

39、.The control objectives of IT</p><p>　　Processes provide a complete set of high-level requirements for management consideration over the IT Processes considering the value and the risk of the implementation

40、. 此外,每一組的工藝控制目標(biāo)企業(yè)成功地實(shí)施。控制手段有的政策和程序,慣例和組織結(jié)構(gòu)?？刂剖切枰_保業(yè)務(wù)目標(biāo)會(huì)實(shí)現(xiàn)的,并且清淡的事件會(huì)避免或探測(cè)與改正[14]它的控制目標(biāo)過(guò)程提供一套完整的高級(jí)管理要求的考慮考慮在包括的價(jià)值和風(fēng)險(xiǎn)的實(shí)施。Hence, the enterprise needs to select the control objectives that are applicable, and then decide thos

41、e that will be implemented. Furthermore, the enterprise should make its own best practice which consists of the </p><p>　　2.2 The Enterprise Maturity Level(EML)in COBIT企業(yè)成熟度等級(jí)(COBIT EML)</p><p>

42、;　　The EML model in COBIT is a method for evaluating the maturity of IT Processes in an enterprise, and is classified into six levels of maturity from non-existent (level 0)to optimized(level 5).This model is derived fro

43、m the maturity model of the Software Engineering Institute (SEI)which is defined for the maturity of software development capability. The definition is similar to Capability Maturity Model(CMM)but is interpreted for the

44、nature of the management of IT Processes in COBIT. Moreover, th</p><p>　　EML模型的COBIT是一種評(píng)價(jià)方法,它的成熟過(guò)程中,企業(yè)分為六的成熟度等級(jí)從根本不存在的(要求等級(jí)0)優(yōu)化選取(要求等級(jí)5),這一模型來(lái)源于成熟度模型的軟件工程研究所(斯德哥爾摩環(huán)境研究所)的定義是成熟的軟件開(kāi)發(fā)能力。定義類似能力成熟度模型(CMM),而是解釋的自然

45、COBIT管理過(guò)程。此外,其目的EML評(píng)估模型不是堅(jiān)持控制目標(biāo)水平,但識(shí)別那些問(wèn)題,如何設(shè)置優(yōu)先權(quán)整改。</p><p>　　Within non-existent(level 0),the management processes are not applied at all. In the initial/ad-hoc(level 1),there is no standardized process. Wi

46、thin repeatable but intuitive(level 2)there is no formal communication of standard procedures. It may exist informal understanding</p><p>　　of policies and procedures. Further in the defined process (level 3

47、)the management processes are standardized, documented and communicated. It exists on the definition and documentation of policies and procedures for all key activities. Whereas in managed and measurable(level 4), the co

48、mpliance monitoring and measurement of the implemented policies and procedures for developing and maintaining all processes are taken. Furthermore in the optimized(level 5),processes, policies and procedures are s</p&

49、gt;<p>　　在不存在的(要求等級(jí)0)、管理過(guò)程是不適用的。在初始/特設(shè)的(要求等級(jí)1),沒(méi)有標(biāo)準(zhǔn)化的過(guò)程。在重復(fù)但是直覺(jué)(要求等級(jí)2級(jí))溝通并沒(méi)有正式的標(biāo)準(zhǔn)程序。它可能存在的非正式了解的政策和程序。已定義過(guò)程的進(jìn)一步(要求等級(jí)3)是標(biāo)準(zhǔn)化管理過(guò)程,形成文件,溝通。它存在的定義和歸檔政策和程序的所有關(guān)鍵活動(dòng)。而在管理和可測(cè)量的(要求等級(jí)4)、合規(guī)監(jiān)視和測(cè)量這些執(zhí)行的政策和程序?yàn)榱税l(fā)展和保持所有的過(guò)程都有人了。另外,在優(yōu)

50、化(要求等級(jí)5)、過(guò)程、政策和程序標(biāo)準(zhǔn)化和綜合化在不斷改善管理</p><p>　　2.3 Failures of Enterprise Resource Planning(ERP)企業(yè)資源計(jì)劃的失敗</p><p>　　ERP system is an integrated software solution, which is typically offered by a vendo

51、r as a package. The package offers seamless integration of all the information that flows through the enterprise. The information also reflect the business process in the enterprise, such as financial, accounting, human

52、resources, supply chain, and customer information[22]-[23].</p><p>　　ERP系統(tǒng)是一個(gè)集成的方法,構(gòu)建了軟件解決方案,這是典型的供應(yīng)商提供的一個(gè)包裹。包裝的無(wú)縫集成提供的所有信息流過(guò)的企業(yè)。這信息也反映了在企業(yè)業(yè)務(wù)流程,如金融服務(wù)、財(cái)務(wù)、人力資源、供應(yīng)鏈、及客戶信息</p><p>　　Wallace and Kremz

53、ar [3]described ERP system as an enterprise-wide set of management directions that balances demand and supply, integrates the customers and suppliers into a complete supply chain, employs proven business processes for de

54、cision-making, and provides high degrees of cross-functional integration among business processes, inventory/ logistics, manufacturing, sales, finance, manufacturing, marketing, customer support, and human resources. The

55、reby, an ERP system enables an enterprise t</p><p>　　華萊士和Kremzar把ERP系統(tǒng)描述為一個(gè)尋求供求平衡系統(tǒng)管理,把客戶和供應(yīng)商整合成一個(gè)完整的供應(yīng)鏈,擁有經(jīng)過(guò)證明的商業(yè)過(guò)程提供高決策、功能交叉整合程度在業(yè)務(wù)流程,庫(kù)存/物流、生產(chǎn)、銷售、金融、制造、銷售,客戶的支持,以及人力資源。因此,一個(gè)ERP系統(tǒng),使企業(yè)運(yùn)行其業(yè)務(wù)多元化,高水平的生產(chǎn)力和客戶服務(wù),同

56、時(shí)降低成本和存貨(24)作為ERP系統(tǒng)中扮演著重要的角色業(yè)務(wù),相關(guān)問(wèn)題和關(guān)鍵因素進(jìn)行了研究實(shí)施前的研究</p><p>　　Hence, many studies have been investigated to determine the critical failures factor for implementing ERP [22].Some of the failures factors are th

57、e failure of adapting ERP system; the lack quality of reengineering business process and testing; the over confidence on massive customization; the lack of support from top management, including unrealistic expectation o

58、f ERP</p><p>　　system; the high replacement of project team members; the lack of effectiveness on consultancy and in managing project; very tight project schedule; insufficient IT infrastructure; the ambiguo

59、us concept and use of ERP system from the user’s view due to the lack education and training, which may lead to resistance to change[29].</p><p>　　因此,許多研究已經(jīng)確定企業(yè)實(shí)施失敗的因素。一些的失敗的因素是因?yàn)镋RP系統(tǒng)改造失敗造成的缺失;業(yè)務(wù)流程再造的質(zhì)量和測(cè)試;

60、自信的大量定制缺失;在最高管理層的支持下,包括不切實(shí)際的期望ERP系統(tǒng)、高更換項(xiàng)目小組成員的缺失;效果;在管理項(xiàng)目咨詢、項(xiàng)目進(jìn)度非常緊,IT基礎(chǔ)設(shè)施不足;模糊概念和由于缺少教育和培訓(xùn)，從用戶的角度來(lái)看使用ERP系統(tǒng), ,這也可能導(dǎo)致對(duì)改變的抵抗。</p><p>　　2.4 ERP Functionalities within the Service Portfolio 在服務(wù)組合中的ERP的功能</p

61、><p>　　The term of a service represents specific business function while a system contains of organized services to accomplish a specific objective[31].</p><p>　　服務(wù)在有條件實(shí)現(xiàn)具體業(yè)務(wù)功能的同時(shí),一個(gè)系統(tǒng)包含有為組織的服務(wù)來(lái)實(shí)現(xiàn)特

62、定的目標(biāo)</p><p>　　A service can provide a single discrete function or a set of related business functions. A service that perform a single function is said to be fine grained, for example: calculating total sale

63、s; the services which perform a related set of business functions are called to be coarse grained, for instance: analyzing sales history[34].The services can communicate with each other to share</p><p>　　bus

64、iness functions in a widespread and flexible way. 服務(wù)可以提供一離散函數(shù)或一組相關(guān)的業(yè)務(wù)功能。一種服務(wù),執(zhí)行一個(gè)單一的函數(shù)被認(rèn)為是細(xì)粒級(jí),例如:計(jì)算總銷售;服務(wù)執(zhí)行一些相關(guān)的業(yè)務(wù)功能被稱為是粗粒,比如:分析銷售歷史，服務(wù)可以通過(guò)互相交流分享業(yè)務(wù)功能在了廣泛而靈活的方式表達(dá)出來(lái)。A service portfolio provides three levels of views, whic

65、h are the conceptual view, the logical view, and the physical view[17].The conceptual view supports the conceptualization of services and governance needs, and it covers application architectures; while the logical view

66、provides the architecture components for the services con</p><p>　　服務(wù)組合提供三個(gè)層次的視圖,它們是,邏輯概念視圖的物理視域角度、 支持概念視圖的概念化的服務(wù)和管理的需要,它包括軟件體系結(jié)構(gòu);而邏輯的觀點(diǎn)提供了建筑組件的服務(wù),因此它涵蓋了已有信息體系結(jié)構(gòu);但識(shí)別物理視域物理執(zhí)行元件的服務(wù),因此它包括數(shù)據(jù)和技術(shù)架構(gòu)。 此外,基于Sarno和Her

67、diyanti。我們將12例(FD)功能領(lǐng)域服務(wù)集于一個(gè)ERP系統(tǒng)的組合,存貨(FD1)、制造(FD2),應(yīng)付帳款(FD3),應(yīng)收帳款(FD4)、固定資產(chǎn)(FD5),現(xiàn)金和銀行管理(FD6)、總賬(FD7),報(bào)告(FD8)、銷售隊(duì)伍自動(dòng)化(FD9)、銷售自動(dòng)化(FD10)、客戶支持(FD11),和人力資源管理(FD12)。</p><p>　　3.Methodology Consideration 解決方案&l

68、t;/p><p>　　This study concerns with Business Goal 4(BG4)in COBIT framework, improve customer orientation and service. There are two IT Goals(ITGs)and ten related IT Processes to achieve BG4.The related IT Proc

69、esses are grouped into the ITGs. They are manage quality(PO8), enable operation and use(AI4),define and manage service levels(DS1),manage third-party services(DS2),</p><p>　　educate and train users(DS7),mana

70、ge service desk and incidents(DS8),manage problems(DS10),and manage operations(DS13)to achieve ensure satisfaction of end users with service offerings and service levels(ITG3); whereas manage performance and capacity(DS3

71、),ensure continuous service(DS4),DS8 and DS13 to achieve make sure that IT services are available as required(ITG23). </p><p>　　本研究的是利用COBIT框架來(lái)提高客戶定位和服務(wù)。有兩個(gè)IT目標(biāo)相關(guān)IT過(guò)程實(shí)現(xiàn)商業(yè)目標(biāo)。相關(guān)的信息技術(shù)被分成ITG。他們是管理質(zhì)量(PO8),使操作和使用(

72、AI4),定義和管理服務(wù)水平(DS1)、管理第三方服務(wù)(DS2)、教育和用戶培訓(xùn)(DS7)、管理服務(wù)平臺(tái)和事件(DS8)、管理問(wèn)題(DS10),和管理操作(DS13確保滿意)獲得的終端用戶提供服務(wù)和服務(wù)水平(ITG3);而管理求效益和能力(DS3),確保不斷服務(wù)(DS4),DS8和DS13達(dá)到確保它服務(wù)(可根據(jù)客戶的要求,ITG23)。</p><p>　　Then, the content of Enterpr

73、ise Maturity Level(EML) measurement is composed according to the Maturity Model in the COBIT for the corresponding IT Process. The EML value is calculated according to the current condition in the enterprise. Furthermore

74、, the IT Processes are correlated with the Functional Domain(FD)within the ERP system. Hence, the EML value represents the ERP practices in the enterprise. </p><p>　　然后,企業(yè)成熟度等級(jí)(組成)測(cè)量EML的內(nèi)容根據(jù)成熟度模型在COBIT進(jìn)行相應(yīng)的過(guò)

75、程。EML價(jià)值的按體積計(jì)算在企業(yè)的研究現(xiàn)狀。此外,信息技術(shù)相關(guān)領(lǐng)域(FD)的功能包含在ERP系統(tǒng)。因此,EML是ERP在企業(yè)實(shí)施的好壞的標(biāo)準(zhǔn)。</p><p>　　Meanwhile, the development of IT policies for ERP practices is based on the related IT Processes. Hence, there are ten IT poli

76、cies for ERP practices, which aim to achieve BG4.Furthermore,the structure of IT policies for ERP practices adopts the structure of IT process description in COBIT in order to have the reader familiar with the IT policie

77、s. The IT policies for ERP practices are developed by considering the IT policy objectives; then, the related procedures are derived accordingly. Further,</p><p>　　與此同時(shí),發(fā)展的政策是基于ERP實(shí)踐相關(guān)IT過(guò)程。因此,有十個(gè)它政策實(shí)踐ERP系統(tǒng),其

78、目的是為了達(dá)到BG4，此外,ERP政策結(jié)構(gòu)采用結(jié)構(gòu)進(jìn)行實(shí)踐過(guò)程描述為了COBIT讀者熟悉IT政策。IT政策了ERP實(shí)踐考慮IT政策目標(biāo);然后,在有關(guān)手續(xù),導(dǎo)出了相應(yīng)的解決方法。進(jìn)一步的內(nèi)容,也要注意程序EML測(cè)量結(jié)果為了幫助企業(yè)提高ERP的做法。因此,適當(dāng)?shù)某绦蜻m合,準(zhǔn)備相應(yīng)的企業(yè)制定和執(zhí)行和交付ERP服務(wù)。</p><p>　　5.Conclusions 總結(jié)</p><p>　　We

79、 have described the methodology and developed the Information Technology(IT)policies for Enterprise Resource Planning(ERP)practices to improve customer orientation and service. The policy was developed based on the speci

80、fied IT processes related to the achievement of Business Goal 4(BG4)in COBIT, improve customer orientation and service. Since the proposed IT policies for ERP practices were aligned to the IT goals and the Business Goals

81、, then successful implementation of the ERP could be achie</p><p>　　我們已經(jīng)描述了他們的方法和發(fā)展信息技術(shù)(IT)政策為企業(yè)資源規(guī)劃(ERP)的做法是以提高客戶的定位和服務(wù)。這項(xiàng)政策是基于實(shí)現(xiàn)BG4,完善的客戶COBIT定位和服務(wù)的過(guò)程而成熟的。后來(lái)，IT政策被建議成為與ERP的實(shí)施相匹配以實(shí)現(xiàn)IT目標(biāo)和業(yè)務(wù)目標(biāo),最后ERP系統(tǒng)得以樂(lè)觀的成功實(shí)

82、施。</p><p>　　We have proposed ten IT policies for ERP practices in order to achieve BG4.The IT policies for ERP practices were structured by considering the IT policy objectives, the corresponding Functional

83、Domain(FD)in the ERP system and the Responsible Job Functions. In this paper, the IT policy for ERP practices for IT Process Delivery Support 7(DS7)educate and train users, is equipped with the management directions as a

84、 basis for the development of the procedures. Thereby, the procedures are developed c</p><p>　　我們提出了十個(gè)IT政策以達(dá)到ERP實(shí)踐BG4。在ERP實(shí)施時(shí)已經(jīng)考慮到IT政策目標(biāo), 在ERP系統(tǒng)中，相應(yīng)的職能領(lǐng)域匹配出相應(yīng)的工作職責(zé)。在本文中, ERP 交貨支持系統(tǒng)教育和培訓(xùn)用戶,設(shè)有管理方向,發(fā)展的程序。因此,開(kāi)發(fā)程

85、序的政策目標(biāo)是以企業(yè)成熟度等級(jí)(EML)評(píng)價(jià)作為結(jié)果,所以，三個(gè)DS7的相關(guān)手續(xù)就對(duì)一些問(wèn)題進(jìn)行了闡述說(shuō)明。</p><p>　　Hence, the IT policies could improve the ERP practices in the enterprise. Furthermore, the IT policies for ERP practices ensure the successful

86、achievement of the BG4 during planning, implementation and delivery of the IT services corresponding to the ERP application.</p><p>　　因此,它的政策可以提高企業(yè)ERP技術(shù)的應(yīng)用。此外,IT政策可以確保ERP在計(jì)劃內(nèi)成功實(shí)現(xiàn)BG4，實(shí)施和交付與IT相匹配的ERP系統(tǒng)應(yīng)用。</