英语翻译ownership,andavoidingproblemsofdevelopingandretainingITstaff.ReganandVirzi[15]arguedthatitismoredifficulttoworkinthegovernmentalsectorthaninaprivatecompany,becauseoftheneedtobeabletodefendproposalsinp

Question

英语翻译
ownership,and avoiding problems of developing and retaining IT staff.Regan and Virzi [15] argued that it is more difficult towork in the governmental sector than in a private company,because of the need to be able to defend proposals in public hearings.That application also involved the use of ERP to reduce State jobs,which led to difficulties with the state information worker union.
3.Pros and cons of ERP outsourcing
Bryson and Sullivan [2] cited specific reasons that a particular ASP might be attractive as a source for ERP.These included the opportunity to use a well-known company as a reference,opening new lines of business,and opportunities to gain market-share in particular industries.Some organizations may also view ASPs as a way to aid cash flow in periods when they are financially weak and desperate for business.
There are risks in outsourcing.Bryson and Sullivan noted that in many cases,cost rise precipitously after the outsourcing firm has become committed to the relationship.One explanation given was the lack of analytical models and tools to evaluate alternatives.These tradeoffs are recapitulated in Table 2.
Bryson and Sullivan noted reasons that an ASP might shirk their commitments,such as ASP success,or conversely ASP bankruptcy.Their site might be attacked and vandalized,or destroyed by natural disaster.Each organization must balance these factors and make their own decision.The following cases demonstrate two organizations that reached different conclusions.
4.Cases
Two cases are presented to demonstrate tradeoffs involved in ERP outsourcing decisions.The first is representative of the conventional approach,with vendor software installed within the organization.The second relates GMs move to outsourced ERP.
Russ Berrie & Co.is a firm retailing gift related items [17].In 1998 and 1999 they spent $19.2 million to install a system from SAP.However,they experienced problems in tracking incoming orders,and some customer orders vanished from the system.Shipments were delayed or canceled.The firm wrote off $10.4 million to end the project,and reverted to its old systems.In 2001 they were experiencing inefficiencies in their supply chain,and considered options for a more contemporary system.Big 5 consultants were contacted,and provided precise predictions of expense reduction that were viewed by Berrie as unrealistic.Four ERP vendors were contacted (Intentia International,JDEdwards,Oracle,

Answer 1

所有权,并且避免由于发展和训练新的IT员工而产生的问题. Regan和Virzi认为在政府机关工作比在私企工作更困难,因为需要能够公平地为提议进行辩解. 该项运用也包括了使用ERP来减少国家工作,从而导致了同政府信息工作组织的困难.
3.ERP 外包正反面论据
Bryson 和Sullivan 引用了具体的原因,就是一个特殊的ASP可能会作为一个ERP来源而具有吸引力. 这些意味着使用某著名公司作为参考打开新的商业战线的机会,以及在特定行业里获得市场份额的机会.有些公司也可能将ASP作为他们财政困难缺乏商机时期帮助现金流转的一种方式 .
外包也有风险. Bryson和Sullivan 注意到在很多情况下,外包公司被授予委托关系后成本会急剧增加.一种解释是对模型分析和进行替换的评估方法的缺乏. 这些利弊权衡概括在表2中.
Bryson 和 Sullivan 提出了ASP可能规避其委托承诺的原因,比如ASP成功,或相反的ASP破产. 其站点可能会被攻击和破坏,或者由于自然灾害而被摧毁.公司必须权衡利弊,作出自己的决定. 下面两个案例展示了两个结果相反的公司.
4. 案例
以下两个案例展示了做出ERP外包决定后的利弊.
第一个代表的是常规方法,卖方软件安装在公司里.第二个讲述了GM公司开始ERP外包.
Russ Berrie & Co. 是一个有关礼物零售的公司.1998和1999 年他们花了1920万美元安装一个来自SAP的系统. 然而,他们在跟踪定单的时候出了问题,有些客户的定单从系统里消失了.发货被延迟或取消.公司破费了1040万美元来结束这个项目,恢复成原来的系统.2001年,他们经历了供货渠道的低效运做,开始考虑选择更加先进的系统.5位顶级顾问进行了会面, 提供了减少花费的精确预算,而这在Berrie看来是不切实际的. 4位ERP 卖主也进行了会面(英泰峡公司, JDEdwards公司, 甲骨文公司,