ERP系统中英文对照外文翻译文献
erp英文参考文献
erp英文参考文献When it comes to ERP systems, businesses have to weigh a lot of factors. You know, it's not just about getting the latest software, it's about finding one that really fits your needs. I mean, you don't want to be stuck with a system that's too complex for your team to handle, or one that doesn't integrate with your other tools.Integration is a big thing in ERP. You want your system to talk to your CRM, your accounting software, even your inventory management. That way, you can get a real picture of how your business is performing, all in one place. No more jumping between different tools and trying to piece together the data.And don't forget about customizability. Not every business is the same, so you need an ERP system that can be tailored to your specific needs. Whether it's adding custom fields or integrating with a unique tool, having that flexibility is key.Of course, cost is always a factor. ERP systems can range from affordable to pretty pricey, depending on what you need. But remember, it's not just about the upfront cost. You also have to consider the ongoing maintenance, training, and upgrades.Oh, and let's not forget about the user experience. Your team is going to be spending a lot of time in this system, so it needs to be easy to use and intuitive. No one wants to spend their days struggling with a complex interface.In the end, choosing.。
ERP词汇中英文对照
100 RRP Resource Requirements Planning 资源需求计划
101 SCM Supply Chain Management 供应链管理
102 SCP Supply Chain Partnership 供应链合作伙伴关系
58 ERM Enterprise Resource Management 企业资源管理
59 ETO Engineer To Order 专项设计,按订单设计
60 FAS Final Assembly Schedule 最终装配计划
61 FCS Finite Capacity Scheduling 有限能力计划
23 CAM Computer-Aided Manufacturing 计算机辅助制造
24 CAPP Computer-Aided Process Planning 计算机辅助工艺设计
25 CASE Computer-Aided Software Engineering 计算机辅助软件工程
26 CC Collaborative Commerce 协同商务
103 SFA Sales Force Automation 销售自动化
104 SMED Single-Minute Exchange Of Dies 快速换模法
105 SOP Sales And Operation Planning 销售与运作规划
106 SQL Structure Query Language 结构化查询语言
41 DRP Distribution Resource Planning 分销资源计划
oracleerp全模块中英文对照完整资料
【最新整理,下载后即可编辑】Oracle ERP全模块中英文对照财务系统模块:Oracle 总帐管理(GL) General LedgerOracle 应付帐管理(AP) ACCOUNT PAYERBLEOracle 固定资产管理(FA)Fixed AssetsOracle 应收帐管理(AR)ACCOUNT RECEIVABLE Oracle 现金管理(CE)Cash EntryOracle 项目会计(PA)project accountingOracle 财务分析(。
尸人)Oracle Financial Analyzer分销系统模块:Oracle 库存管理(INV) Inventory ManagementOracle 采购管理(PUR)PurchasingOracle 销售定单管理(OE)Order EntryOracle 销售&市场管理(SM) Sales ManagementOracle 销售补偿管理(SC)Sales CompensateOacle 售后服务管理(SR)Service RequestOracle 销售分析(。
5人)Oracle Sales Analyzer制造系统模块:Oracle 计戈| 管理( MPS/MRP )Mster Production Schedule / Material Requirement Planning Oracle 能力计划管理(CAP) Capability planningOracle 制造数据管理(BOM)Bill of MaterialOracle 车间生产管理(WIP) Work in ProcessOracle 成本管理(CST) Cost ManagementOracle 项目制造(PJM) Project Manufacturing Management Oracle 质量管理(QM) Quality Management其他系统模块:Oracle 设备管理(EM) Equipment Management【最新整理,下载后即可编辑】Oracle 人事管理(HR) Human ResourceOracle 薪金管理(PAYROLL) PayrollOracle 系统管理(SYSTEM ADMIN) System AdminstratorOracle 预警(ALT)AlertOracle多维数据分析/商业智能系统(OLAP/BIS)Online Analytical Processing / busi ness intelligence systemOracle 桌面集成(ADI)Application desktop integrator DRP 分销资源计划Distribution Resource Planning CRP 能力需求计划I Capacity Requirement Planning\Oracle ERP全模块中英文对照财务系统模块:Oracle总帐管理(GL)Oracle应付帐管理(AP)Oracle固定资产管理(FA)Oracle应收帐管理(AR)Oracle现金管理(CE)Oracle项目会计(PA)Oracle财务分析(。
ERP 等企业术语中英文对照
rough-cut capacity planning(RCCP)
粗能力打算
repetitive manufacturing
重复式生产
rated capacity
额定能力
routing
工艺路线run tiFra biblioteke加工时刻
resource requirements planning
资源需求打算
requisition
间接费分配
overhead rate,burden factor,absorption rate
间按费率
option
可选件
open order
未结定单
Optimized Production Technology(OPT)
优化生产技术
P字母
ploicy and procedure
工作准则与工作规程
planned order receipts
computer-aided software engineering(CASE)
运算机辅助软件工程
computer-aided design(CAD)
运算机辅助设计
computer-aided manufacturing(CAM)
运算机辅助制造
computer integrated manufacturing system
工作中心
what-if
如果如何样-将会如何样
X字母
Y字母
yield
成品率
Z字母
请购单
released order ,open order
下达定单
required capacity
需用能力
S字母
ERP系统各模块中英文对照(免费篇)
ERP 系統各模組中英文名稱一.業務模組1. Order manager 出貨管理2. Purchase order采購﹑進貨管理二.制造模組1.Bill of list 材料用表管理2.Work in process工單﹑制造管理3. Material resource planning 物料需求管理4. Inventory庫存管理5. Cost 成本管理6. Engineering 研發材料管理7. Production management system績效管理三.財務模組1.固定資產Fix asset2.應付帳款作業Account payable3.應收帳款作業Account receivable4.總帳作業General ledger名模組常用功能1.OM模組一.訂單Orders二.出貨Delivery2.PO模組一.報價Price list二.請購Requisition二.采購Purchase3.BOM模組一.物料清單Materiel muster二.生產流程Produce flow三.標准工時4.ENG模組工程變更Engineering instead5.INV模組一.采購收料Receiving inspection二.調倉Subinventory transfer三.雜收雜發Miscellaneous issue miscellaneous receipt四.倉庫盤點Suppliers inventory五.調帳Corporate6.WIP模組一.工單開立Wip key user二.發料退料Issue return三.報廢Inventory scarp四.成本計算Cost calculate7.Cost模組成本結構8.MRP模組一.采購計划Purchase plan二.生產計划Produce plan9.PMS模組一.生產日報表Produce reports二.生產績效報表Produce performance 10.GL模組一.科目設定Subject二.對帳Checkage三.財務報表Finance reports11.AR模組收款作業Gathering12. AP模組付款作業Payment13. FA模組一. 請購Requisition二. 減損Retirement三. 移轉Devolve各模組內容之常用功能AP模組地點場所Site等於Amount帳目Account描述Description付款方法Payment method付現Check電匯ElectronicBOM模組領料方式Supply存放倉庫Sub inventory領料扣帳Push入庫扣帳Assembly pull過站扣帳Operation pull虛擬料件Phantom他建新的Department描述說明Description制造地點Location失效日期Inactive on直接人Resource人工Person外包Miscellaneous機器Machine計算方式Basis已分攤科目Absorption account差異科目Variation account所花的標准工進Usage人工小時所完成的料件Inverse物料清單Bill of material制造設計RoutingAR模組建立與客戶之間交易資料Profile transaction建立客戶之信用額資料Profile amount應收帳款會計科目Receivable銷貨收入會計科目Revenue銷項稅額會計科目Tax外銷運費會計科目FreightSO號Reference出貨日期Date立帳日期GL date客戶編號Number到期日期Due date暫收金額Net receipt amount銀行手續費用Bank charges沖帳金額Amount applied來源Source月份Period傳票號碼Document number會計科目Account借發Debit待發CreditFA模組資產類別Category有效的Enable折舊Capitalize盤點In physical inventory使用年限Life yearsINV 模組表示在開發設計過程中的﹐尚未投入生產的物料。
外文文献翻译:发达国家和发展中国家的ERP实施问题
ERP implementation issues in advanced anddeveloping countriesAbstractThere is an increasing need to implement a total business solution which supports major functionalities of a business. Enterprise resource planning (ERP) software is designed to meet this need, and has been widely adopted by organizations in developed countries. Meanwhile, ERP is beginning to appear in many organizations of developing countries. Little research has been conducted to compare the implementation practices of ERP in developed vs developing countries. Our research shows that ERP technology faces additional challenges in developing countries related to economic, cultural, and basic infrastructure issues. This article identifies a range of issues concerning ERP implementation by making a comparison of advanced and developing countries.Key words:Enterprise Resource management; Implementation; Developing countries.Enterprise resource planning (ERP) is an industry term for the broad set of activities supported by multi-module application software that helps a manufacturer or a service business manage the important parts of its business. Evolving from MRP systems, ERP has played a significant role in IT for several decades. Since the first symbiotic ERP product SAP created in 1972, ERP market revenues are expected to be as high as $52 billion by the year 2002. While there is wide acceptance of ERP in developed countries such as the USA, Canada, the UK, and Australia, developing countries lag far behind. At present, North America occupies 66 percent of the ERP market, Europe takes 22 percent, while the whole of Asia is only at 9 percent. However, due to economic growth, developing countries in Asia and Latin America are becoming major targets of big ERP vendors.ERP in developed countriesERP systems have been widely used by companies in developed countries. Organizations in manufacturing, service, and energy industries adopt ERP to:•automate the deployment and management of material, finance and human resources;•streamline processes and achieve process improvement;•achieve global competitiveness.In this section, North America, Europe are selected as representative developed countries.North America (USA, Canada)Europeans designed the first integrated ERP system –SAP in Germany, 1972, whereas, organizations in North America seem to have richer experience in this kind of software and have used integrated software solutions for decades. As commercial systems evolved from material planning (MRP) to enterprise planning (ERP), companies continued investment to bring in newer systems. Currently, two out of three ERP deals in North America are replacement deals.The USA is the primary target of ERP and represents 66 percent of revenues for the major vendors. Before 2000, one major concern of North American corporations was Y2K problems. After Y2K, management turned its eyes to extending its enterprises. Several trends have appeared. E-commerce is a major force. Organizations want their ERP systems to connect more tightly with suppliers and customers via e-commerce. Supply chain management (SCM) products, regarded as post-ERP, are now entering into North American organizations. SCM functions include demand forecasting, sourcing and procurement, inventory and warehouse management, and distribution logistics.Europe (UK, Germany, France)Europe is the second largest target ERP sales market (at 22 percent). Many big ERP vendors started their business from Europe; e.g. SAP AG, Baan, JBA International and Intentia. Historically, strong manufacturing industry is an underlying reason for so many ERP vendors in Europe. There are several reasons for Europe’s ERP market. First, economically advanced countries have a solid industrial and manufacturing base. Second, there is a strong national information infrastructure. Third, the multiple-language and multi-currency requirements make the ERP software attractive. Fourth, quality employees are available to implement advanced technologies.Characteristics of ERP implementation in developed countriesIt is easy to understand why North America and Europe occupy the largest ERP market. From national and environmental perspectives, these countries have excellent infrastructures which effectively facilitate IT diffusion. Strong economic base and growth further drive the need for new technology. Governmental IT policy, deregulation and organizational enthusiasm for IT fuel technology development. New technologies such as ERP, SCM and others are quickly absorbed by organizations in almost all industries.From an organizational perspective, companies in developed countries are more likely to succeed. Higher IT maturity and favorable computer culture make organizations ready to handle complex technology. Also organizations are developing a strong process management orientation (Davenport, 1994). BPR is practiced frequently in North American and European countries.Some trends are observable. First, small and middle sized enterprises (SMEs) are becoming targets of ERP vendors. Second, ERP coupled with e-commerce functionality will dominate the market. E-commerce is becoming a new way of doing business between business and business (B2B) and between business and customer (B2C). CIOs are planning to build electronic commerce and decision-support extensions to ERP implementations. Meanwhile, e-commerce based ERP systems are commercially available。
oracle-ERP系统-中英文名词对照-po中文翻译
oracle-ERP系统-中英文名词对照-po中文翻译PO(Purchasing Order—采购管理)中文翻译Auto Create 自动产生采购或请购单Approvals 核准Approval Groups 签核群组Attachments 附带图片或文件Aliases 别名Blanket Orders 合并式采购Cross-Validation 交叉确认Category Sets 料品种类集Category Codes 种类代码Corrections 修订Contracts 合约式采购Customer Item Commodity Code 商品代码Default Category Sets 定义料品种类集Delete Constraints 删除限制Delete Items 删除料号Flexfields 弹性字段Freight Carriers 运送Forward Documents 文件移转Hazard Classes 危险产品类别IR (Internal Requisitions) 内部请购Item Relationships 料品关系Item Search 料品寻找Lookup Code 供货商查询码(维护供货商list of value) Mass Cancel 大量取消Master Items 主要料品Match Unordered Receipts 补货单Notifications Summary 需签核数据摘要PO 采购单PR (Purchasing Requisitions) 外部请购Planed Orders 计划式采购Purge 清除Quick Codes 快速码Quality Inspection Codes 质量检验码Quotations 报价单Request for Quotation 询价Requisitions (REQ) 请购单Receiving Transactions Summary 收货异动摘要Releases 释出Supply Base 供货商基本数据库Supplier 供货商Supplier Merge 供货商合并Supplier Statuses 供货商状态Sourcing Rules 各类条件规则Validation 确认。
oracle-ERP系统-中英文名词对照-gl中文翻译
oracle-ERP系统-中英文名词对照-gl中文翻译GL (General Entry—总账)中文翻译Analyzer 分析程序Accounting Calendar 会计历Allocation 分摊Analyzer 分析程序Accounts 科目Auto Post 自动过账Aliases 别名Books 账册Batch Name 传票编号Combinations 汇总Categories 种类Carryforward 结转Currency 货币Consolidation 合并Column Set 栏目集Content Set 内容集CENTRA 集中交易核准系统Chart of Account 会计科目架构Consolidation 合并报表Cross Validation Rule 合理的会计科目组合规则Dynamic Insert 动态新增会计科目Define 定义Descriptive Flexfield 描述性弹性字段Dimension 区间Document Number 传票号码Encumbrance 保留帐Financial Date Set 财务数据集Filter 节段范围集Formulas 公式Freeze 冻结Flexfields 弹性字段Flexfield Structure 节段弹性字段Groups 群组GCS 全体合并系统Generate 产生Hierarchy 科目节段架构Input Tax Codes 输入税捐代码Intercompany 公司往来Inquiry 请求Import 汇入Journals 分录Journal Source 节段架构Journal Entries 日记账;分录Key 主要Key Flexfield 必要性弹性字段Mass Budget 整批预算Multiple Company Accounting 集团公司往来帐Output Tax Codes 输出税捐代码Purge 清除Period to Date(PTD) 期间(余额)Project to Date(PJTD) 项目累计至今(余额) Post 过账Profile 配置文件Parent Account 孙科目Recurring 递归Reversal 回转Reports 报表Request 请求Row Set 资料列集Right-Justify and Zero-Fill Numbers 未满位数自动归零Report Set 报表集Revaluation 重估Requests 请求Segments 节段Sub Account 子科目Statistic Account 统计性科目Summary Account 总和科目(汇总性科目) Short Hand 会计简码Security Rule 权限Sets 集合Set of Book 设立账簿Suspense 暂计Sequences 顺序Translation 兑换Tax 税捐Transfer 移转Values 值Validation 确认Upload 上载YTD(Year to Date) 年度累计至今(余额)。
ERP相关中英文对照
ERP相关中英文对照ERP中英文对照一、ERP实施阶段1、启动准备阶段Initial Phase项目章程Project charter项目计划Project plan2、分析阶段Analyze Phase现状业务调研问卷Questionnaire Research现有业务调研报告AS-IS目标流程设计与方案To-Be关键问题分析Key focus analysis差异分析报告Gap Analysis系统配置System configuration (Installation of hardware, software and infrastructure)3、设计、开发阶段Design/Build方案论证、方案测试solution validation and test开发方案设计function specification design and test客户化开发与单元测试customization development and unit test建立数据转换策略、制定安全控制标准data conversion strategy and security control standard 测试脚本和CRP测试test script and CRP test用户培训和用户手册End user training and user guide4、集成阶段Integrate切换策略及切换计划conversion strategy and conversion plan 系统集成测试integration test生产系统设置Setup production5、实施阶段Implement用户接受测试User acceptance test (UAT)上线和切换计划implementation and transition plan 系统切换和运行system cutover and rollout上线后支持post implementation support二、ERP各模块主要词汇1、财务Finance总帐GL(General ledger)现金收付制Cash basis会计科目Account会计期间Accounting Period分类帐Account ledger会计分录Journal Entry资产负债表Balance sheet银行对账Bank reconciliation银行对账单bank statement期初余额Beginning balance试算平衡Trial Balance损益表Income Statement现金流量表Cash Flow Statement重估Revaluation经常性日记账分录Recurring journal entry预算管理Budget management外币折算Foreign currency translation应收AR(Accounts Receivable)应收账帐龄分析Accounts receivable aging analysis 应收账款收款期Accounts receivable collection period 应收账冲销Accounts receivable Write-off应付AP (Accounts Payable)付款条件Payment term应付帐帐龄分析Accounts payable aging analysis应付帐冲销Accounts payable Write-off催款Collection分期付款Payment by installment延期付款Deferred payment固定资产FA(Fixed Assets)折旧Depreciation累计折旧Accumulated depreciation固定资产重估Reevaluation固定资产清理Disposal固定资产增值Appreciation高级成本ACA(Advanced cost accounting)基于活动的成本管理(ABC成本法) activity-based cost management 2、物流Logistics销售订单管理Sales Order Management客户关系管理Customer Relationship Management (CRM)销售报价Quotation销售报价下达Quotation release拣货单pick list发货确认shipment confirm延期订单back order增值税VAT Value added tax基价Base price高级定价Advanced pricing直接发运订单Direct ship order采购订单管理Purchase Order Management供应商关系管理Supplier Relationship Management (SRM)请购单Purchase requisition询价单Request for quote一揽子协议采购Blanket purchase order合约采购Contract purchase agreement收货路径Receipt route库存管理Inventory management加权平均法 Weighted average先进先出法 First-in, first-out or FIFO后进先出法 Lost-in, first-out or LIFO移动平均法 Moving average安全库存Safety stock仓储管理Warehouse management运输管理Transportation management3、制造Manufacturing产品数据管理Product Data Management (PDM) 离散制造Discrete manufacturing流程制造Process manufacturing重复制造Repetitive manufacturing物料清单Bill of material工艺路线Routing工作中心Work center提前期Lead time累计提前期Cumulative lead time母件Parent item虚拟件Phantom item工程变更单Engineering change order零件清单Part list联/副产品Co-By product车间管理Work Shop Management资源能力计划Resource capacity planning物料计划material planning计划和排程Planning & Scheduling预测Forecasting质量管理Quality management成本管理Cost Management标准成本Standard cost实际成本Actual cost成本卷积Cost Rollup模拟成本Simulation cost冻结成本Frozen cost4、项目管理Project Management5、房地产管理Real estate management6、租赁管理Lease management7、人力资源管理Human resource management。
企业资源计划ERP外文文献翻译2014年译文3200字
文献出处:Han, S. W. "ERP—Enterprise Resource Planning: A cost-based business case and im plementation assessment." Human Factors and Ergonomics in Manufacturing & Servi ce Industries 14.3 (2014): 239-256.(声明:本译文归百度文库所有,完整译文请到百度文库。
)原文ERP—Enterprise Resource Planning: A cost-based businesscase and implementation assessmentS. W. HanHi-Tech Consulting Center, LG CNS Co., Ltd., 8F, Prime Tower#10–1, Hoehyun-dong, 2-ga, Jung-gu, Seoul, 100–630, KoreaAbstractThis article provides the key factors that are critical to the successful implementation of enterprise resource planning (ERP). It reports the results of a study carried out to assess a number of different ERP implementations in different organizations. A case study method of investigation was used, and the experiences of five manufacturing companies were documented. Also, this study explores and proposes an ERP system selection process and a cost-based business case approach. The critical factors in the adoption of ERP are identified as learning from the experiences of others, appointing a process innovator, establishing committees and project teams, training and providing technical support for the users, and implementing appropriate changes to the organizational structure and managerial responsibilities. For more effective ERP implementations, we advise building a supportive culture and environment with a strong emphasis on human and organizational aspects.1. INTRODUCTIONThroughout the 1990s, most large industrial companies installed enterprise resource planning (ERP) systems; that is, massive computer applications allowing a business to manage all of its operations (finance, requirements planning, human resources, and order fulfillment) on the basis of a single, integrated set of corporate data. ERP promised huge improvements in efficiency; forexample, shorter intervals between order and payments, lower back-office staff requirements, reduced inventory, and improved customer service. Encouraged by these possibilities, businesses around the world invested some $300 billion in ERP during the decade (Dorien & Malcolm, 2000).What most attracted many a chief information officer was the opportunity to replace a tangle of complex, disparate, and obsolescent applications with a single Y2K-compliant system from a reputable and stable vendor; one Korean major oil company, for example, managed to switch off 70 old systems when ERP went live. By entering customer and sales data in an ERP system, a manufacturer can generate the next cycle’s demand forecast, which in turn generates orders for raw materials, production schedules, timetables for shifts, and financial projections while keeping close track of inventory.As the adoption of ERP has increased by manufacturing firms, so has the research by academics and researchers into all aspects of using these information technologies, covering planning, implementation, integration, management, and exploitation (Lee & Lee, 2000; Parr & Shanks, 2000; Sumner, 2000). Some examples of these studies include: a study of ERP in 20 British companies by Currie (1996), a study of 95 information systems by Jaikumar (1997) in North America, and a study of ERP and other information systems in the United Kingdom by Bessant and Haywood (1999).Previous field studies examining ERP implementations have found that expectations of ERP will not be brought to fruition unless a holistic approach is taken in planning, acquiring, implementing, and exploiting. One of the critical issues to be considered in the decision making process is that the link between the information system and business strategy must relate to the competitive priorities and the positioning of the organization. The choice of information system, for which many options exist, must be driven by, and closely aligned with, the broader framework of competitive positioning decisions. The basic question “How do we compete?” must be answered before information system investment decisions are made. Therefore, this article has three distinctive parts. The first describes ERP system selection process in implementation, the second addresses a cost-based approach to the business case, and the last provides the key factors that are critical to the successful implementation of ERP. In the last part, the experiences of five Korean organizations that are dopted ERP in recent years are analyzed. A case study approach wasused to explore he reasons for adopting the ERP, planning and implementation issues, benefits achieved, and the limitations and difficulties associated with the ERP.2. ERP SYSTEM SELECTION PROCESSERP systems offer pervasive business functionality. Because of this pervasiveness, implementations have ranged from great successes to complete failures. Therefore, advice is frequently sought in selecting systems. However, we have concluded that there is no system that is best for all companies, but rather there is a process you can go through to find the right system for your company. The process starts with assembling a competent project team, addressing business needs, exploring alternatives, developing criteria, and making informed judgments that lead to a successful system.3. A COST-BASED BUSINESS CASE APPROACHMany companies find ERP systems help them make better-informed decisions. Others discover too late that their purchase has been based more on faith than good judgment, and run up tens or even hundreds of millions of dollars in extra costs and schedule delays (Sethi & King, 1994). How, then, can senior managers ensure that their companies build a sound business case for deploying ERP systems? And what can they do to guarantee that the promised benefits are not eclipsed by the costs of integration, process redesign, and training? One answer is to take a cost-based approach to the business case.Hard returns, such as reduced headcount resulting from streamlined operations, are simple to predict and control but are only part of the picture. Soft returns, such as revenue or employee productivity gains, are neither easy to predict nor under a company’s direct control (Gorry & Morton, 1971). The problem is a common one in evaluating IT investments (Dempsey, Dvorak, Holen, Mark, & Meehan, 1998).In the case of ERP systems, the length of the payback period and the size of the investment needed—in terms of both cash and human resources—make it unwise to assess a project on anything but a hard-returns basis. This is not to suggest that an ERP system cannot help a company boost revenue, or that employees cannot learn to become more productive with the aid of a superior management information system. But the difficulty and expense of deploying ERP mean that most companies should appraise such an investment purely in terms of its potential to cut costs.4. THE KEY FACTORS FOR SUCCESSFUL ERP IMPLEMENTATION4.1. Overview of Case StudyThe five organizations involved in this study were chosen after preliminary discussion with the company contact concerning the aims and objectives of the research project. Potential companies for participation in the study were initially identified through various sources; that is, suggestions by faculty and staff members, existing ongoing personal contacts with local companies managers, new contacts made with company representatives participating in conferences and seminars, and publicity of the company’s newly acquired information system in the media.4.2. Field InterviewsBased on the author’s previous research in ERP (Park & Han, 2002; Sohal et al., 2000) and the literature, an interview questionnaire was developed and used in field interviews. The interview guide (questionnaire) focuses the inquiry procedures and ensures reasonably consistent inquiry procedures at all sites (Gosse, 1993). Several visits were made to each company. During the initial meeting with senior management (typically the managing director, general manager, or plan manager), the aims and objectives of the research project were described and discussed in some detail. Discussion with senior management focused on issues such as the overall strategy of the organization, the basis of competitive advantage, competition, the company’s performance in relation to the dimensions of competitiveness, reasons for implementing the particular information system, their role in planning and implementation of the information system, and the benefit of the information system to the organization.4.3. Result and SummaryThe taped interviews were transcribed and written up in the form of case studies. This process took a considerable amount of time as each case study went through a number of drafts, sometimes going back to the companies for further details or replaying the taped interviews. The case studies were then sent to the company contact for verification and permission for general use in publications.The written case studies were then used to understand the following:Competitive priorities and company goals;Reasons for adopting the new information system;Planning and implementation procedures/ issues;Benefits achieved from the ERP investment;The difficulties and limitations associated with adopting the ERP.The results of this analysis are presented below under each of the above headings.5. LIMITATIONS OF THE STUDYThis study is the first attempt to discuss and describe experiences of ERP implementation in Korea. The findings and results are practical rather than theoretical because the participants of the survey are actually ERP users. In spite of this strength, the study has weaknesses. Some limitations originated from the approach of our research. First, we had to rely on the retrospective experiences of the respondents. It may be argued that respondent views might be biased. Second, our samples are limited to Korea. Therefore, general conclusions must be made with caution. Additionally, the implementation of ERP in Korea has the barriers inherent in the process of technology transfer because ERP in Korea comes primarily from developed countries. The literature on the implementation of ERP has been written in the context of developed countries, primarily the United States and Europe. The findings of this study, together with other studies from developed countries, show that human and organizational factors play a central role in the ERP implementation. However, ERP is no longer restricted within countries, because of globalization. Therefore, the findings of this study can be more than an indicator of other countries as well.6. CONCLUSIONSThis study explores and proposes an ERP system selection process and a cost-based business case approach. Before selecting an ERP system, a business must first look at itself and understand its substanc e, asking two very fundamental questions: “What are we?” and “What do we want to be?” The typical steps of ERP selection involve planning, analysis, vendor screening, in-depth evaluation, and decision finalization. In contrast to other software selections, a comprehensive ERP selection is made more complex by the scope of application functionality, change impact, size, and integration requirements. Most organizations struggle to commit a core team of full-time resources to the project. Our experience indicates that part-time resource commitments will fail to provide the continuity and level of effort necessary to meet the reasonable project deadlines. The project team must articulate a vision and set of objectives to build support and executive buy-infor the project, enabling funding and resource availability. The vision for the future ERP application environment should describe the business process enhancements and strategies that will generate value from the investment. To the extent that the system will deliver only incremental improvements in system integration and maintenance without fundamentally impacting the business, the project will lack the necessary business justification.译文企业资源计划:一个基于成本的案例研究和实施评估S. W. HanHi-Tech Consulting Center, LG CNS Co., Ltd., 8F, Prime Tower#10–1, Hoehyun-dong, 2-ga, Jung-gu, Seoul, 100–630, Korea摘要本文阐述了成功实施企业资源规划(ERP)的几个关键性因素。
ERP词汇中英文对照
ERP词汇中英文对照account hierarchy(帐户分层结构)Oracle 财务系统的一种特性,您能够用来执行汇总层资金检查。
使用帐户分层结构,Oracle 采购管理系统与总帐管理系统能够快速确定明细帐户累计成的汇总帐户。
Account segment(帐户段)会计弹性域多达 30 个不一致节中的其中一个,这些节一起构成您的总帐帐户代码。
段与段之间通过一个您所选定的符号(如 -、/ 或者 \)分开。
每一个段通常表示业务结构的一个要素,如公司、成本中心或者帐户。
Account segment value(帐户段值)定义特定值集唯一值的一系列字符与说明。
account structure(帐户结构)请参阅:会计弹性域结构accounting calendar(会计日历)Oracle 总帐管理系统中定义会计期与会计年度的日历。
您能够使用“会计日历”窗口来定义会计日历。
Oracle 财务分析程序能够使用会计日历自动创建“时间”维。
Accounting Flexfield(会计弹性域)用于标识 Oracle 财务应用产品中的总帐帐户的代码。
每个会计弹性域段值与科目表中的一个汇总或者累计帐户对应。
Accounting Flex field structure(会计弹性域结构)为满足组织的特定需要而定义的帐户结构。
您能够在会计弹性域结构中选择段数及每个段的长度、名称与顺序。
Accounting Flex field value set(会计弹性域值集)一组值与这一组值的属性。
比如,您为帐户段指定用于标识业务特定要素的值长度与值类型(如公司、分部、区域或者产品)。
ad hoc(即席)与特殊用途有关并应用于特殊用途。
比如,即席税码或者即席数据库查询。
aggregate balance(汇总余额)天数范围内的日终余额总与。
有三种汇总余额类型:期初至今 (PTD)、季初至今 (QTD) 与年初至今 (YTD)。
BXXX公司的ERP应用及对策研究外文参考文献译文及原文DOC
BXXX公司的ERP应用及对策研究外文参考文献译文及原文DOC本科毕业设计(论文)外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录外文文献译文 (1)1 ERP的定义及国内应用现状 (1)2 ERP应用成功率低的原因 (2)2.1 ERP系统太复杂烦琐 (2)2.2 ERP系统投资巨大 (2)2.3 ERP系统实施周期长变化多 (3)2.4 ERP系统技术含量高 (3)2.5 企业无法确保实施ERP所需数据的准确性和时效性 (3) 2.6 企业尚未对应用ERP的前期准备有充分认识 (3)2.7 对于ERP软件的选择问题没有足够的调研与论证 (4)3 对策研究 (4)3.1 全面提高企业人力资源素质 (4)3.2 明确的ERP应用目标是提高应用水平和应用效益的关键 (5) 3.3 业务流程重组是成功应用ERP的基础 (5)3.4 充分发挥咨询监理的作用实现ERP目标 (6)3.5 建立ERP应用绩效评价体系 (6)3.6 结合国情厂情进行ERP正确选型 (7)4 案例分析 (7)5 结论 (10)外文文献原文 (11)1. ERP definition and application of domestic (11)2. ERP application of the low success rate of the reasons (12)2.1 ERP system is too complex and complicated (12)2.2 ERP System huge investment (12)2.3 ERP system is implemented over a long life cycle changes (13)2.4 ERP systems with high technological content (13)2.5 Inabilities to ensure the implementation of ERP for data accuracy andtimeliness (13)2.6 Enterprise ERP application has yet to the preparations ofa fullunderstanding (14)2.7 ERP software for the selection without sufficient research anddemonstration (12)3. Countermeasure research (15)3.1 Comprehensively improve the quality of human resources in enterprises (15)3.2 ERP application of a clear objective is to increase the level of applicationand application efficiency of the key (16)3.3 Business Process Reengineering is the successful application of ERP (17)3.4 Into full play the role of the Commissioner of the Advisory ERP goal (18)3.5 The establishment of ERP Application Performance Evaluation System (18)3.6 Combined national factory conditions for the correct ERP Selection (19)4. Case Studies (20)5. Conclusion (22)外文文献译文1ERP的定义及国内应用现状走国际化、规范化、规模化的道路,是企业发展的必然,而要做到这一点,ERP的引入是必不可少的。
ERP相关中英文对照
ERP中英文对照一、ERP实施阶段1、启动准备阶段Initial Phase项目章程Project charter项目计划Project plan2、分析阶段Analyze Phase现状业务调研问卷Questionnaire Research现有业务调研报告AS-IS目标流程设计与方案To-Be关键问题分析Key focus analysis差异分析报告Gap Analysis系统配置System configuration (Installation of hardware, software and infrastructure)3、设计、开发阶段Design/Build方案论证、方案测试solution validation and test开发方案设计function specification design and test客户化开发与单元测试customization development and unit test建立数据转换策略、制定安全控制标准data conversion strategy and security control standard 测试脚本和CRP测试test script and CRP test用户培训和用户手册End user training and user guide4、集成阶段Integrate切换策略及切换计划conversion strategy and conversion plan系统集成测试integration test生产系统设置Setup production5、实施阶段Implement用户接受测试User acceptance test (UAT)上线和切换计划implementation and transition plan系统切换和运行system cutover and rollout上线后支持post implementation support二、ERP各模块主要词汇1、财务Finance总帐GL(General ledger)现金收付制Cash basis会计科目Account会计期间Accounting Period分类帐Account ledger会计分录Journal Entry资产负债表Balance sheet银行对账Bank reconciliation银行对账单bank statement期初余额Beginning balance试算平衡Trial Balance损益表Income Statement现金流量表Cash Flow Statement重估Revaluation经常性日记账分录Recurring journal entry预算管理Budget management外币折算Foreign currency translation应收AR(Accounts Receivable)应收账帐龄分析Accounts receivable aging analysis应收账款收款期Accounts receivable collection period应收账冲销Accounts receivable Write-off应付AP (Accounts Payable)付款条件Payment term应付帐帐龄分析Accounts payable aging analysis应付帐冲销Accounts payable Write-off催款Collection分期付款Payment by installment延期付款Deferred payment固定资产FA(Fixed Assets)折旧Depreciation累计折旧Accumulated depreciation固定资产重估Reevaluation固定资产清理Disposal固定资产增值Appreciation高级成本ACA(Advanced cost accounting)基于活动的成本管理(ABC成本法) activity-based cost management 2、物流Logistics销售订单管理Sales Order Management客户关系管理Customer Relationship Management (CRM)销售报价Quotation销售报价下达Quotation release拣货单pick list发货确认shipment confirm延期订单back order增值税VAT Value added tax基价Base price高级定价Advanced pricing直接发运订单Direct ship order采购订单管理Purchase Order Management供应商关系管理Supplier Relationship Management (SRM)请购单Purchase requisition询价单Request for quote一揽子协议采购Blanket purchase order合约采购Contract purchase agreement收货路径Receipt route库存管理Inventory management加权平均法 Weighted average先进先出法 First-in, first-out or FIFO后进先出法 Lost-in, first-out or LIFO移动平均法 Moving average安全库存Safety stock仓储管理Warehouse management运输管理Transportation management3、制造Manufacturing产品数据管理Product Data Management (PDM) 离散制造Discrete manufacturing流程制造Process manufacturing重复制造Repetitive manufacturing物料清单Bill of material工艺路线Routing工作中心Work center提前期Lead time累计提前期Cumulative lead time母件Parent item虚拟件Phantom item工程变更单Engineering change order零件清单Part list联/副产品Co-By product车间管理Work Shop Management资源能力计划Resource capacity planning物料计划material planning计划和排程Planning & Scheduling预测Forecasting质量管理Quality management成本管理Cost Management标准成本Standard cost实际成本Actual cost成本卷积Cost Rollup模拟成本Simulation cost冻结成本Frozen cost4、项目管理Project Management5、房地产管理Real estate management6、租赁管理Lease management7、人力资源管理Human resource management。
erp中英文对照字典
ERP中英文对照字典1 ABM Activity-based Management 基于作业活动管理2 AO Application Outsourcing 应用程序外包3 APICS American Production and Inventory Control Society,Inc 美国生产与库存管理协会4 APICS Applied Manufacturing Education Series 实用制造管理系列培训教材5 APO Advanced Planning and Optimization 先进计划及优化技术6 APS Advanced Planning and Scheduling 高级计划与排程技术7 ASP Application Service/Software Provider 应用服务/软件供应商8 ATO Assemble To Order 定货组装9 ATP Available To Promise 可供销售量(可签约量)10 B2B Business to Business 企业对企业(电子商务)11 B2C Business to Consumer 企业对消费者(电子商务)12 B2G Business to Government 企业对政府(电子商务)13 B2R Business to Retailer 企业对经销商(电子商务)14 BIS Business Intelligence System 商业智能系统15 BOM Bill Of Materials 物料清单16 BOR Bill Of Resource 资源清单17 BPR Business Process Reengineering 业务/企业流程重组18 BPM Business Process Management 业务/企业流程管理19 BPS Business Process Standard 业务/企业流程标准20 C/S Client/Server(C/S)\Browser/Server(B/S) 客户机/服务器\浏览器/服务器21 CAD puter-Aided Design 计算机辅助设计22 CAID puter-Aided Industrial Design 计算机辅助工艺设计23 CAM puter-Aided Manufacturing 计算机辅助制造24 CAPP puter-Aided Process Planning 计算机辅助工艺设计25 CASE puter-Aided Software Engineering 计算机辅助软件工程26 CC Collaborative merce 协同商务27 CIMS puter Integrated Manufacturing System 计算机集成制造系统28 CMM Capability Maturity Model 能力成熟度模型29 MS Customer Oriented Manufacturing Management System 面向客户制造管理系统30 CORBA mon Object Request Broker Architecture 通用对象请求代理结构31 CPC Collaborative Product merce 协同产品商务32 CPIM Certified Production and Inventory Management 生产与库存管理认证资格33 CPM Critical Path Method 关键线路法34 CRM Customer Relationship Management 客户关系管理35 CRP capacity requirements planning 能力需求计划36 CTI puter Telephony Integration 电脑集成(呼叫中心)37 CTP Capable to Promise 可承诺的能力38 D Distributed ponent Object Model 分布式组件对象模型39 DCS Distributed Control System 分布式控制系统40 DMRP Distributed MRP 分布式MRP41 DRP Distribution Resource Planning 分销资源计划42 DSS Decision Support System 决策支持系统43 DTF Demand Time Fence 需求时界44 DTP Delivery to Promise 可承诺的交货时间45 EAI Enterprise Application Integration 企业应用集成46 EAM Enterprise Assets Management 企业资产管理47 ECM Enterprise merce Management 企业商务管理48 ECO Engineering Change Order 工程变更订单49 EDI Electronic Data Interchange 电子数据交换50 EDP Electronic Data Processing 电子数据处理51 EEA Extended Enterprise Applications 扩展企业应用系统52 EIP Enterprise Information Portal 企业信息门户53 EIS Executive Information System 高层领导信息系统54 EOI Economic Order Interval 经济定货周期55 EOQ Economic Order Quantity 经济订货批量(经济批量法)56 EPA Enterprise Proficiency Analysis 企业绩效分析57 ERP Enterprise Resource Planning 企业资源计划58 ERM Enterprise Resource Management 企业资源管理59 ETO Engineer To Order 专项设计,按订单设计60 FAS Final Assembly Schedule 最终装配计划61 FCS Finite Capacity Scheduling 有限能力计划62 FMS Flexible Manufacturing System 柔性制造系统63 FOQ Fixed Order Quantity 固定定货批量法64 GL General Ledger 总账65 GUI Graphical User Interface 图形用户界面66 HRM Human Resource Management 人力资源管理67 HRP Human Resource Planning 人力资源计划68 IE Industry Engineering/Internet Exploration 工业工程/浏览器69 ISO International Standard Organization 国际标准化组织70 ISP Internet Service Provider 互联网服务提供商71 ISPE International Society for Productivity Enhancement 国际生产力促进会72 IT/GT Information/Group Technology 信息/成组技术73 JIT Just In Time 准时制造/准时制生产74 KPA Key Process Areas 关键过程域75 KPI Key Performance Indicators 关键业绩指标76 LP Lean Production 精益生产77 MES Manufacturing Executive System 制造执行系统78 MIS Management Information System 管理信息系统79 MPS Master Production Schedule 主生产计划80 MRP Material Requirements Planning 物料需求计划81 MRPII Manufacturing Resource Planning 制造资源计划82 MTO Make To Order 定货(订货)生产83 MTS Make To Stock 现货(备货)生产84 OA Office Automation 办公自动化85 OEM Original Equipment Manufacturing 原始设备制造商86 OPT Optimized Production Technology 最优生产技术87 OPT Optimized Production Timetable 最优生产时刻表88 PADIS Production And Decision Information System 生产和决策管理信息系统89 PDM Product Data Management 产品数据管理90 PERT Program Evaluation Research Technology 计划评审技术91 PLM Production Lifecycle Management 产品生命周期管理92 PM Project Management 项目管理93 POQ Period Order Quantity 周期定量法94 PRM Partner Relationship Management 合作伙伴关系管理95 PTF Planned Time Fence 计划时界96 PTX Private Trade Exchange 自用交易97 RCCP Rough-Cut Capacity Planning 粗能力计划98 RDBM Relational Data Base Management 关系数据库管理99 RPM Rapid Prototype Manufacturing 快速原形制造100 RRP Resource Requirements Planning 资源需求计划101 SCM Supply Chain Management 供应链管理102 SCP Supply Chain Partnership 供应链合作伙伴关系86 OPT Optimized Production Technology 最优生产技术87 OPT Optimized Production Timetable 最优生产时刻表88 PADIS Production And Decision Information System 生产和决策管理信息系统89 PDM Product Data Management 产品数据管理90 PERT Program Evaluation Research Technology 计划评审技术91 PLM Production Lifecycle Management 产品生命周期管理92 PM Project Management 项目管理93 POQ Period Order Quantity 周期定量法94 PRM Partner Relationship Management 合作伙伴关系管理95 PTF Planned Time Fence 计划时界96 PTX Private Trade Exchange 自用交易97 RCCP Rough-Cut Capacity Planning 粗能力计划98 RDBM Relational Data Base Management 关系数据库管理99 RPM Rapid Prototype Manufacturing 快速原形制造100 RRP Resource Requirements Planning 资源需求计划101 SCM Supply Chain Management 供应链管理102 SCP Supply Chain Partnership 供应链合作伙伴关系103 SFA Sales Force Automation 销售自动化104 SMED Single-Minute Exchange Of Dies 快速换模法105 SOP Sales And Operation Planning 销售与运作规划106 SQL Structure Query Language 结构化查询语言107 TCO Total Cost Ownership 总体运营成本108 TEI Total Enterprise Integration 全面企业集成109 TOC Theory Of Constraints/Constraints managemant 约束理论/约束管理110 TPM Total Productive Maintenance 全员生产力维护111 TQC Total Quality Control 全面质量控制112 TQM Total Quality Management 全面质量管理113 WBS Work Breakdown System 工作分解系统114 XML eXtensible Markup Language 可扩展标记语言115 ABC Classification(Activity Based Classification) ABC分类法116 ABC costing 作业成本法117 ABC inventory control ABC 库存控制118 abnormal demand 反常需求119 acquisition cost ,ordering cost 定货费120 action message 行为/活动(措施)信息121 action report flag 活动报告标志122 activity cost pool 作业成本集123 activity-based costing(ABC) 作业基准成本法/业务成本法124 actual capacity 实际能力125 adjust on hand 调整现有库存量126 advanced manufacturing technology 先进制造技术127 advanced pricing 高级定价系统128 AM Agile Manufacturing 敏捷制造129 alternative routing 替代工序(工艺路线)130 Anticipated Delay Report 拖期预报131 anticipation inventory 预期储备132 apportionment code 分摊码133 assembly parts list 装配零件表134 automated storage/retrieval system 自动仓储/检索系统135 Automatic Rescheduling 计划自动重排136 available inventory 可达到库存137 available material 可用物料138 available stock 达到库存139 available work 可利用工时140 average inventory 平均库存141 back order 欠交(脱期)订单142 back scheduling 倒排(序)计划/倒序排产? 143 base currency 本位币144 batch number 批号145 batch process 批流程146 batch production 批量生产147 benchmarking 标杆瞄准(管理)148 bill of labor 工时清单149 bill of lading 提货单150 branch warehouse 分库151 bucketless system 无时段系统152 business framework 业务框架153 business plan 经营规划154 capacity level 能力利用水平155 capacity load 能力负荷156 capacity management 能力管理157 carrying cost 保管费158 carrying cost rate 保管费率159 cellular manufacturing 单元式制造160 change route 修改工序161 change structure 修改产品结构162 check point 检查点163 closed loop MRP 闭环MRP164 mon Route Code(ID) 通用工序标识165 ponent-based development 组件(构件)开发技术166 concurrent engineering 并行(同步)工程167 conference room pilot 会议室模拟168 configuration code 配置代码169 continuous improvement 进取不懈170 continuous process 连续流程171 cost driver 作业成本发生因素172 cost driver rate 作业成本发生因素单位费用173 cost of stockout 短缺损失174 cost roll-up 成本滚动计算法175 crew size 班组规模176 critical part 急需零件177 critical ratio 紧迫系数178 critical work center 关键工作中心179 CLT Cumulative Lead Time 累计提前期180 current run hour 现有运转工时181 current run quantity 现有运转数量182 customer care 客户关怀183 customer deliver lead time 客户交货提前期184 customer loyalty 客户忠诚度185 customer order number 客户订单号186 customer satisfaction 客户满意度187 customer status 客户状况188 cycle counting 周期盘点189 DM Data Mining 数据挖掘190 Data Warehouse 数据仓库191 days offset 偏置天数192 dead load 空负荷193 demand cycle 需求周期194 demand forecasting 需求预测195 demand management 需求管理196 Deming circle 戴明环197 demonstrated capacity 实际能力198 discrete manufacturing 离散型生产199 dispatch to 调度200 DRP Distribution Requirements Planning 分销需求计划201 drop shipment 直运202 dunning letter 催款信203 ECO workbench ECO工作台204 employee enrolled 在册员工205 employee tax id 员工税号206 end item 最终产品207 engineering change mode flag 工程变更方式标志208 engineering change notice 工程变更通知209 equipment distribution 设备分配210 equipment management 设备管理211 exception control 例外控制212 excess material analysis 呆滞物料分析213 expedite code 急送代码214 external integration 外部集成215 fabrication order 加工订单216 factory order 工厂订单217 fast path method 快速路径法218 fill backorder 补足欠交219 final assembly lead time 总装提前期220 final goods 成品221 finite forward scheduling 有限顺排计划222 finite loading 有限排负荷223 firm planned order 确认的计划订单224 firm planned time fence 确认计划需求时界225 FPR Fixed Period Requirements 定期用量法226 fixed quantity 固定数量法227 fixed time 固定时间法228 floor stock 作业现场库存229 flow shop 流水车间230 focus forecasting 调焦预测231 forward scheduling 顺排计划232 freeze code 冻结码233 freeze space 冷冻区234 frozen order 冻结订单235 gross requirements 毛需求236 hedge inventory 囤积库存237 in process inventory 在制品库存238 in stock 在库239 incrementing 增值240 indirect cost 间接成本241 indirect labor 间接人工242 infinite loading 无限排负荷243 input/output control 投入/产出控制244 inspection ID 检验标识245 integrity 完整性246 inter panies 公司内部间247 interplant demands 厂际需求量248 inventory carry rate 库存周转率249 inventory cycle time 库存周期250 inventory issue 库存发放251 inventory location type 仓库库位类型252 inventory scrap 库存报废量253 inventory transfers 库存转移254 inventory turns/turnover 库存(资金)周转次数255 invoice address 发票地址256 invoice amount gross 发票金额257 invoice schedule 发票清单258 issue cycle 发放周期259 issue order 发送订单260 issue parts 发放零件261 issue policy 发放策略262 item availability 项目可供量263 item description 项目说明264 item number 项目编号265 item record 项目记录266 item remark 项目备注267 item status 项目状态268 job shop 加工车间269 job step 作业步骤270 kit item 配套件项目271 labor hour 人工工时272 late days 延迟天数273 lead time 提前期274 lead time level 提前期水平275 lead time offset days 提前期偏置(补偿)天数276 least slack per operation 最小单个工序平均时差277 line item 单项产品278 live pilot 应用模拟279 load leveling 负荷量280 load report 负荷报告281 location code 仓位代码282 location remarks 仓位备注283 location status 仓位状况284 lot for lot 按需定货(因需定量法/缺补法)285 lot ID 批量标识286 lot number 批量编号287 lot number traceability 批号跟踪288 lot size 批量289 lot size inventory 批量库存290 lot sizing 批量规划291 low level code 低层(位)码292 machine capacity 机器能力293 machine hours 机时294 machine loading 机器加载295 maintenance ,repair,and operating supplies 维护修理操作物料296 make or buy decision 外购或自制决策297 management by exception 例外管理法298 manufacturing cycle time 制造周期时间299 manufacturing lead time 制造提前期300 manufacturing standards 制造标准301 master scheduler 主生产计划员302 material 物料303 material available 物料可用量304 material cost 物料成本305 material issues and receipts 物料发放和接收306 material management 物料管理307 material manager 物料经理308 material master,item master 物料主文件309 material review board 物料核定机构310 measure of velocity 生产速率水平311 memory-based processing speed 基于存储的处理速度312 minimum balance 最小库存余量313 Modern Materials Handling 现代物料搬运314 month to date 月累计315 move time , transit time 传递时间316 MSP book flag MPS登录标志317 multi-currency 多币制318 multi-facility 多场所319 multi-level 多级320 multi-plant management 多工厂管理321 multiple location 多重仓位322 net change 净改变法323 net change MRP 净改变式MRP324 net requirements 净需求325 new location 新仓位326 new parent 新组件327 new warehouse 新仓库328 next code 后续编码329 next number 后续编号330 No action report 不活动报告331 non-nettable 不可动用量332 on demand 急需的333 on-hand balance 现有库存量334 on hold 挂起335 on time 准时336 open amount 未清金额337 open order 未结订单/开放订单338 order activity rules 订单活动规则339 order address 订单地址340 order entry 订单输入341 order point 定货点342 order point system 定货点法343 order policy 定货策略344 order promising 定货承诺345 order remarks 定货备注346 ordered by 定货者347 overflow location 超量库位348 overhead apportionment/allocation 间接费分配349 overhead rate,burden factor,absorption rate 间接费率350 owner's equity 所有者权益351 parent item 母件352 part bills 零件清单353 part lot 零件批次354 part number 零件编号355 people involvement 全员参治356 performance measurement 业绩评价357 physical inventory 实际库存358 picking 领料/提货359 planned capacity 计划能力360 planned order 计划订单361 planned order receipts 计划产出量362 planned order releases 计划投入量363 planning horizon 计划期/计划展望期364 point of use 使用点365 Policy and procedure 工作准则与工作规程366 price adjustments 价格调整367 price invoice 发票价格368 price level 物价水平369 price purchase order 采购订单价格370 priority planning 优先计划371 processing manufacturing 流程制造372 product control 产品控制373 product family 产品系列374 product mix 产品搭配组合375 production activity control 生产作业控制376 production cycle 生产周期377 production line 产品线378 production rate 产品率379 production tree 产品结构树380 PAB Projected Available Balance 预计可用库存(量) 381 purchase order tracking 采购订单跟踪382 quantity allocation 已分配量383 quantity at location 仓位数量384 quantity backorder 欠交数量385 quantity pletion 完成数量386 quantity demand 需求量387 quantity gross 毛需求量388 quantity in 进货数量389 quantity on hand 现有数量390 quantity scrapped 废品数量391 quantity shipped 发货数量392 queue time 排队时间393 rated capacity 额定能力394 receipt document 收款单据395 reference number 参考号396 regenerated MRP 重生成式MRP397 released order 下达订单398 reorder point 再订购点399 repetitive manufacturing 重复式生产(制造) 400 replacement parts 替换零件401 required capacity 需求能力402 requisition orders 请购单403 rescheduling assumption 重排假设404 resupply order 补库单405 rework bill 返工单406 roll up 上滚407 rough cut resource planning 粗资源计划408 rounding amount 舍入金额409 run time 加工(运行)时间410 safety lead time 安全提前期411 safety stock 安全库存412 safety time 保险期413 sales order 销售订单414 scheduled receipts 计划接收量(预计入库量/预期到货量) 415 seasonal stock 季节储备416 send part 发送零件417 service and support 服务和支持418 service parts 维修件419 set up time 准备时间420 ship address 发运地址421 ship contact 发运单联系人422 ship order 发货单423 shop calendar 工厂日历(车间日历)424 shop floor control 车间作业管理(控制) 425 shop order , work order 车间订单426 shrink factor 损耗因子(系数)427 single level where used 单层物料反查表428 standard cost system 标准成本体系429 standard hours 标准工时430 standard product cost 标准产品成本431 standard set up hour 标准机器设置工时432 standard unit run hour 标准单位运转工时433 standard wage rate 标准工资率434 status code 状态代码435 stores control 库存控制436 suggested work order 建议工作单437 supply chain 供应链438 synchronous manufacturing 同步制造/同期生产439 time bucket 时段(时间段)440 time fence 时界441 time zone 时区442 top management mitment 领导承诺443 total lead time 总提前期444 transportation inventory 在途库存445 unfavorable variance, adverse 不利差异446 unit cost 单位成本447 unit of measure 计量单位448 value chain 价值链449 value-added chain 增值链450 variance in quantity 量差451 vendor scheduler,supplier scheduler 采购计划员/供方计划员452 vendor scheduling 采购计划法453 Virtual Enterprise(VE)/ Organization 虚拟企业/公司454 volume variance 产量差异455 wait time 等待时间456 where-used list 反查用物料单457 work center capacity 工作中心能力458 workflow 工作流459 work order 工作令460 work order tracking 工作令跟踪461 work scheduling 工作进度安排462 world class manufacturing excellence 国际优秀制造业463 zero inventories 零库存464465 Call/Contact/Work/Cost center 呼叫/联络/工作/成本中心466 Co/By-product 联/副产品467 E-merce/E-Business/E-Marketing 电子商务/电子商务/电子集市468 E-sales/E-procuement/E-partner 电子销售/电子采购/电子伙伴469 independent/dependent demand 独立需求/相关需求件470 informal/formal system 非/规X化管理系统471 Internet/Intranet/Extranet 互联网/企业内部网/企业外联网472 middle/hard/soft/share/firm/group ware 中间/硬/软/共享/固/群件473 pegging/kitting/netting/nettable 追溯(反查)/配套出售件/净需求计算474 picking/dispatch/disbursement list 领料单(或提货单)/派工单/发料单475 preflush/backflush/super backflush 预冲/倒冲法/完全反冲476 yield/scrap/shrinkage (rate) 成品率/废品率/缩减率477 scrap/shrinkage factor 残料率(废品系数)/损耗系数478479 costed BOM 成本物料清单480 engineering BOM 设计物料清单481 indented BOM 缩排式物料清单482 manufacturing BOM 制造物料清单483 modular BOM 模块化物料清单484 planning BOM 计划物料清单485 single level BOM 单层物料清单486 summarized BOM 汇总物料清单487488 account balance 账户余额489 account code 账户代码490 account ledger 分类账491 account period 会计期间492 accounts payable 应付账款493 accounts receivable 应收账款494 actual cost 实际成本495 aging 账龄496 balance due 到期余额497 balance in hand 现有余额498 balance sheet 资产负债表499 beginning balance 期初余额500 cash basis 现金收付制501 cash on bank 银行存款502 cash on hand 现金503 cash out to 支付给504 catalog 目录505 category code 分类码506 check out 结帐507 collection 催款508 cost simulation 成本模拟509 costing 成本核算510 current assets 流动资产511 current liabilities 流动负债512 current standard cost 现行标准成本513 detail 明细514 draft remittance 汇票汇出515 end of year 年末516 ending availables 期末可供量517 ending balance 期末余额518 exchange rate 汇率519 expense 费用520 financial accounting 财务会计521 financial entity 财务实体522 financial reports 财务报告523 financial statements 财务报表524 fiscal period 财务期间525 fiscal year 财政年度526 fixed assets 固定资产。
ERP 系统名词解释中英文对照
ERP 系统名词解释中英文对照ABC Classification--ABC分类法对于库存的所有物料,按照全年货币价值从大到小排序,然后划分为三大类,分别称为A类、B类和C类。
A类物料价值最高,受到高度重视,处于中间的B类物料受重视程度稍差,而C类物料价值低,仅进行例行控制管理。
ABC分类法的原则是通过放松对低值物料的控制管理而节省精力,从而可以把高值物料的库存管理做得更好。
Abnormal Demand--反常需求Action Message--措施信息MRP II系统的一类输出信息,说明为纠正现存问题或潜在问题需要采取的措施及措施类型。
例如,“下达订单”、“重新排产”、“取消”等。
Action-report-flag--活动报告标志Activity-based Costing (ABC)--基于活动的成本核算进行成本核算时,对已完成的活动所发生的成本,先进行累计,再把总成本按照产品种类、顾客群、目标市场或者项目课题进行分摊。
这一核算系统所应用的成本核算基础,较之把总成本分摊到直接人工和机器工时的方法,更加贴近实际情况。
也称为吸收式成本核算(Absorption Costing)。
Actual Capacity--实际能力Actual Costs--实际成本Adjust-on-hand--调整现有库存量Allocation--已分配量在MRP II系统中,已分配物料是指已向库房发出提货单,但尚未由库房发货的物料。
已分配量是尚未兑现的库存需求。
Alternative Routine--替代工序Anticipated Delay Report--拖期预报一种由生产和采购部门向物料计划部门发出的报告,说明哪些生产任务或采购合同不能按期完成、原因何在以及何时可以完成。
拖期预报是闭环MRP 系统的基本组成部分。
除了特别大的公司以外,拖期预报一般由人工编制。
Assembly--装配Assembly Order--装配订单Assembly Parts List--装配零件表Automatic Rescheduling--计划自动重排允许计算机系统当它发现交货日期和需用日期失效时,自动改变预计入库量的交货日期。
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ERP系统中英文对照外文翻译文献(文档含英文原文和中文翻译)ERP系统在财务报告内部控制的作用【摘要】:萨班斯-奥克斯利法案法例中强调,ERP系统的重要作用是运用内部控制反映公司的基本建设,为此 ERP系统软件开发供应商也增加了对内部控制的应用。
他们认为,这些内置的控制和其他功能将帮助企业改善其财务报告内部控制就如萨班斯法案要求的那样。
这项研究测试,通过检查萨班斯法案第404条在1994年和2003年之间实施ERP 系统的公司合规内控数据。
其结果表明,应用ERP 的公司相对于未应用ERP的样本公司较少报告内部控制弱点。
它还发现,这种差异存在一般控制和特别控制中。
关键词:企业资源规划;ERP;萨班斯-奥克斯利法案;萨班斯法案第404条;内部控制1简介2002年的萨班斯法案要求企业将其内部控制的有效性的报告与财务报告作为一个整体努力,以减少欺诈和恢复完整的财务报告过程的一部分。
ERP系统软件开发供应商已强调,ERP系统的重要作用是运用“内置”控制反映公司基本建设。
他们在营销理念强调了产品的功能,声称这些系统将帮助企业按萨班斯法案所要求提高内部控制的有效性。
这些供应商的声明激发了关于ERP系统对内部控制的影响一项有趣的实证问题研究。
具体来说,是不是实现ERP系统的企业或多或少可能比未实现ERP系统的公司较少在其年度报告报告内部控制弱点?已经进行过这特定区域研究的经验/档案相对较少的,因为之前萨班斯法案内部控制的数据并没有被公开报道。
这项研究的方法通过在文献资料检查一个已经宣布实施ERP系统和一个还没有类似的公司控制样本公司的抽样调查的内部控制数据来发现差距。
内部控制是在公司使用的以解决代理问题的许多机制之一。
其他的机制还包括财务报告,编制预算,审计委员会和外部审计(Jensen和佩恩2003)。
研究表明,内部控制降低了代理成本(Abdel-khalik 1993;Barefield 等,1993),有些甚至争辩说,即使没有萨班斯法案的要求,企业也有经济诱因报告内部控制(Deumes和Knechel,2008年)。
他们的论点假定这些额外提供给有关的代理行为主体的信息可以减少了信息不对称和降低投资者的风险以及权益资本成本。
其他的研究发现,内部控制报告与公司盈余质量有关, (Chan 等, 2008;Ashbaugh-Skaife等,2008) ERP系统提供了一种机制,运用内部控制,旨在保证控制的准确性和快速,准确的财务报告财务信息的可靠性报告给股东。
除了提供有关代理行为的外部委托人的增加保证,ERP系统也应有助于减轻大型企业各层次之间的管理的代理问题。
使用内建控制以增加透明度的应该使各级代理商从中不可观察的行为中受益变得更加困难。
这是可能的,但是,企业实施ERP系统可能无法利用的所有的内建的控制功能,无论是对经营合法的原因或者是因为管理层为了操纵盈余希望避免增加透明度的目的。
通过这些控制措施的成效的检查,这项研究不仅扩展了研究机构的理论流,还考察这种盈余管理与内部控制、一般控制和特别控制之间相关的整体检验假说。
这项研究使用了108家在1994年和2003年之间宣布实施ERP系统的样本公司,与行业和规模相匹配的同等数目的控制公司。
结果提供的证据表明,实现ERP 应用的企业相对比ERP没有应用的企业较少报告内部控制缺陷。
这项研究进一步探讨内部控制弱点的成因,并认为导致应用ERP的公司相对于ERP没有应用的公司较少报告内部控制弱点与一般控制和特别控制相关联。
这项研究还发现证据表明,应用ERP的公司优势会随着时间的推移日益增加,并建议企业加强ERP系统提供的内建控制以获得系统控制的经验。
这些发现非常重要,因为这两个萨班斯法案和ERP一直是许多讨论和近年来在学术界和专业团体的研究课题。
成本往往是共同点,随着遵从萨班斯法案高成本以及实施ERP 系统的高成本,成为许多研究问题的基础。
这些发现提供了证据表明,ERP系统可能有助于改善内部控制,这是在辩解的ERP系统使用成本高许多论据之一。
这项研究被认为是测试这些说法的第一个经验/档案,并提供在内部控制弱点起作用的相关因素,无论是学术界和专业界都应该会感兴趣。
举例来说,最经常提到的因素是会计文件,政策,和程序。
正如预期的那样,这一因素ERP企业比控制公司发现较少,也许在执行文件系统的过程需要努力。
这项研究还扩展对IT和机构之间关系的理论研究流,特别是内部报告对金融市场的信号和ERP系统来推动这一进程的联系。
本文的其余部分组织如下:第二节总结以前的研究和发展的假说,第三节介绍了数据选择过程和研究方法,第四节实证结果,第五节总结。
2以前的研究开发和假设内部控制背景内部控制在缓和企业多年来的代理问题起到了主要作用。
Samson 等其他人(2006)的几个内部控制的程序文件早在1831年被巴尔的摩和俄亥俄铁路使用。
在最近时期,内部控制一直是当出现一个世界著名的企业丑闻讨论的主题。
例如,在20世纪70年代超过400家制作公司承认有可疑或非法支付给外国政府官员,政治家和政党,这导致了1977年外国腐败行为法案在颁布。
除其他事项外,FCPA要求上市公司制定和维护一个内部会计控制制度(USC1998)。
在20世纪80年代,一些高调审计失败导致了反虚假委员会组织重新定义确定的内部控制制度的有效性和内部控制标准的委员会的成立(西蒙斯1997年)。
他们研究的偶然因素,可能导致虚假财务报告的建议,上市公司,独立审计师,教育机构,证券交易委员会和其他监管机构(COSO,1985年)。
他们的工作模型被定义为COSO内部控制框架(西蒙斯,1997年)。
在COSO框架大致定义为“一个过程,内部控制的实体的董事会,管理层和其他人员,内部控制框架设计是为了确保和实现以下目标:提高效益和经营效率,保证财务报告的可靠性和遵从相关法律和法规(COSO 1992年,1)。
它指出,“有这些组件之间的协同和联动,形成一个综合系统,反应动态变化的条件”(COSO 1992年,1)。
该框架还指出,控制是最有效的,当他们是实体的基础设施(COSO 1992,1),并进一步指出,“支持内部控制的质量控制措施和能力建设,避免不必要的成本,能够快速响应不断变化的条件”(COSO 1992年,1)。
在世纪之交,另一组的公司丑闻导致了2002年萨班斯-奥克斯利法案,其中除其他外,需要对内部控制的有效性正式报告的制定。
在COSO框架中起着遵守的关键作用,因为该法第404条要求公司在其年度报告(表格10- K),提供公司的财务报告内部控制鉴证报告及由注册会计师事务所出具单独的管理报告。
虽然其他框架可能被接受,美国证券交易委员会已明确表示,COSO框架符合美国证券交易委员会的标准是“可作为由美国证券交易所上市的公司评估框架用于管理的年度内部控制的目的评价和披露要求”( Gupta and Thomson 2006, 28)。
虽然有内部控制在公司治理中发挥了多年的重大作用,萨班斯法案之前对内部控制的研究的经验/档案是有限的,大多是由于缺乏公共数据。
内部控制被认为是“内部问题”,上市公司未要求披露有关的内部控制程序。
随着萨班斯法案的制定,与内部控制相关经验/档案研究有明显增长。
新增加的第302条和404条的报告要求放置在公共领域的信息研究人员正在使用的审查与内部控制与公司治理的许多问题。
萨班斯法案第302条,而在2002年成为有效的,只要是用于测试之间的内部控制薄弱环节和其他企业特征(Ge and McVay 2005;Ashbaugh-Skaife等,2007;Doyle等,2007)。
萨班斯法案第 404条,需要对内部控制的更广泛的审查,于2004年成为是否有效的两个时间段。
在第一阶段,符合要求的,如2003年截至2004年11月15号美国证券交易委员会的年度报告,加速申报者知名企业。
第二个阶段,其中包括符合标准所有其他公司,一直延续几次,现在从2007年12月15日到2010年6月15日结束的有由审计师出具有效的鉴证报告以及管理报告,(SEC 2009)。
虽然从一个公司到另一个确切形式和内部控制管理报告的语言可能会有所不同,该报告必须披露,如果在对财务报告内部控制的任何重大缺陷。
因此,现在可以测量通过分析这些材料在报告披露弱点判断内部控制的有效性。
第404条已被用来研究人员检查(Raghunandan and Rama 2006)作为审计的成本增加,审计延误等问题(Ettredge等人,2006),申报者不足百分之报告(Grant et al. 2008),内部控制弱点(ICW)和权益成本的关系(Ogneva等,2007; Ashbaugh-Skaife 等,2009),内部控制弱点和管理成本的关系(Ashbaugh-Skaife 等,2008;Chan 等,2008)。
虽然内部控制相关经验/档案研究相对较新,有一个关于公司治理的文献相当前体,其中大部分使用的是代理理论基础(布伦南和所罗门,2008年)。
艾森哈特1989提供了如财务报告和审计,以提供有关的代理。
ERP系统的推动将这个监察过程的方法。
首先,他们能够快速,财务信息的主要准确的报告,但更重要的是,它们包括功能,便于实施和用来确保在报告中财务信息的准确性,内部控制的执行。
有人会想到企业实现ERP系统,以最大限度地利用这些内置的控制功能,不仅降低代理成本,而且减少了内部控制在萨班斯法案第404号公布的弱点。
这些内置的控制是可能的,因为在部分系统都是围绕着设计概念单一,集成的系统,用于捕捉在整个公共数据库中的数据这家公司。
相比之下,大多数遗留系统,围绕个人的需要演变,功能区已在几十个甚至上百个单独的计算机信息传播系统(Davenport 1998)。
虽然原有系统可能包括一些内置的控件,一个不希望这些控件会像那些成为一个综合的ERP设计有效系统。
例如,一个典型的ERP系统将包括配套购买内置控件订单,接收文件和发票的三方配合,采取综合优势所有三个功能区。
遗留系统,另一方面,可对购买不同的应用,接收和应付账款有一些内置的控制功能,但不互相沟通。
因此,手动控制将被用来补充内建的控制和体制上,而不是电子,匹配的文件之前,授权支付。
审计准则第5号(AS No. 5),由上市公司会计监督发行董事会发布(PCAOB),提供了对信息技术与内部控制的关系有所了解。
例如,在附录的AS号5 B,它指出,“完全自动化应用控制,一般不受故障由于人为故障。
这功能允许审计师使用的“标杆”战略...基准自动化应用控制可用于购买软件使用时,程序更改的可能性微乎其微,例如公司,尤其是有效的,当供应商不允许访问或修改的源代码“(PCAOB 2007, B28, B32)。