公司SAP实施专案之零件领用流程模板.doc

附件二：
SAP阴暗面

- 有限业务效益不值得承受这么大痛苦

众所周知SAP阴暗面是:有限业务收益，缺乏灵活性，极难实施和使用，复杂 。。。。。等等，造成用户排斥和高额推广费用。
一家独立咨询企业Spikes Cavell & Co.最近调查了部分英国SAP用户,深入证实了以上问题。以下附上调查摘要（文章一）。

为了愈加具体地说明SAP弱点，我们来看一下 “CFO Europe”杂志(文章二)中列出Pirelli项目情况.这是一个经典SAP项目:1994年一月开启, “预期”今年年底完成.(有没有搞错?对!是需要六年.ASAP大约是代表As SLOW As Painful!)

最终发表在英国媒体文章(文章三)足以说明SAP在开放性方面怎样落后.正如文章所说:一个企业假如试图将用户锁定在它系统里,就不可能考虑处理现代最新业务需求.

文章一
" Computasoft Consulting reveals SAP Hurdles and Solutions ", Press Information
Computasoft咨询企业揭露了SAP障碍和处理方案，所公布资料来自1999年7月1日《Computasoft 咨询》
from Computasoft Consulting, July 1, 1999

Independent market research sponsored by Computasoft Consulting reveals that despite
由computasoft负责独立市场调查揭露，尽管SAP得到了广泛应用，不过几乎2/3已经应用此软件企业感到没有取得充足收益。
the wide uptake of SAP, almost two-thirds of corporate businesses that have implemented

the software do not feel they reap the full benefits. The research, undertaken by
该调查由Spikes Cavell 负责，她于1999年5月，在英国调查了100个SAP项目经理和商业经理。
Spikes Cavell & Co, surveyed 100 SAP project managers and business managers in the

UK during May 1999. The survey was designed to assess the impact of SAP on UK businesses
这个调查目标是评定SAP在英国商界影响和展示她们未来依靠原有投资来发展方法。and to demonstrate the ways in which they plan to build on their existing investment

in the future.

Two-thirds of SAP IT managers and 62% of business managers admit that their companies
2/3IT经理和62％商业经理认可她们企业现在没有从SAP处理方案中取得充足收益。
do not currently receive the full benefits of the SAP solution. 59% of those surveyed
59％被调查者
stated that a lack of flexibility was reducing the benefits they received, while
表明SAP缺乏灵活性，并所以降低了她们收益，
56% found that more training was needed than originally estimated. A further 54%
56％调查者表明SAP需要培训比她们原先估量要多。 found that fine-tuning the solution to match their business needs caused problems.
另外54％调查者表明调整SAP处理方案以匹配她们商业需求将造成问题。
Reasons for not realising all expected SAP benefits. Base - all respondents
没有从SAP中取得预期收益理由还有很多。对全部回复者来说，其IT和商业经理面临最大问题之一是最终用户接收和系统使用。
However, one of the most telling problems facing IT and business managers was generating end-user acceptance and use of the system. 70% of IT/SAP managers and
70%IT/SAP经理和90％商业经理认为职员感觉在企业软件应用和信息共享是关键。
90% of business managers view it as important for staff to feel involved in enterprise applications and information sharing. Yet over one third (37%) of these business
不过超出1/3（37％）商业经理感到SAP界面不友好造成了最终用户对系统使用降低。
managers feel that the SAP interface is not friendly and leads to low use of the system by end users. Surprisingly, one third of the companies taking part in the
让人吃惊是，参与培训1/3企业只利用了SAP全部功效中10%.
study only extend the SAP client to around 10% of their organisation. "SAP provides a foundation for efficient business operations and is absolutely invaluable to most
“SAP提供了一个有效商业运作基础，不过对很多企业而言是完全无价值。
companies. However, it is too complex and inflexible for users in the front office
对企业最前端用户来说，SAP太复杂和不灵活引发信息存取和步骤管理没有效率。”，Computasoft咨询董事 Toby Conrad 评价，
of the organisation to access information and manage their processes effectively" commented Toby Conrad, Managing Director, Computasoft Consulting.

"Providing and sharing information to end users is becoming increasingly important - particularly in sales, marketing, and business management functions. Self-service applications that support the front office and integrate with SAP provide the flexibility and reach needed by the business. They promote the sharing of knowledge across and beyond the organisation," Conrad continued.
“对最终用户提供和共享信息变得日益关键，尤其是在销售、市场和商业管理作用中。支持前端办公和同SAP集成自我服务提供了灵活性而且满足了企业需求。它们提升了信息在整个组织和超越组织知识共享” Conrad 继续说。
Computasoft Consulting is the UK's leading integrator of SAP R/3 with Lotus Notes and intranet technology. Its Enterprise Involvement Suite of self-service
Computasoft 咨询企业在SAP和Lotus软件群集成和内联网技术领域在英国处于领导地位。它企业
applications is a user-friendly range of solutions that extend the reach of back
拥有自我服务软件套件，此套件在处理方案中实用，它扩展了后台ERP信息和步骤，这些步骤遍布和超越了组织。
1. office ERP information and processes throughout and beyond the organisation. Computasoft Consulting defines self-service applications as low cost, easy-to-use and easily deployed applications that allow people to retrieve information and interact electronically with centralised departments and back office systems.
Computasoft 咨询企业定义自我服务应用是低成本、易使用和轻易扩展应用软件，此应用软件许可大家方便检索其所要信息和和集中管理部门及后台系统能电子互动。
Computasoft Consulting is an innovative provider of world class business solutions to corporate clients wishing to use groupware, workflow and internet related technologies. A UK based Lotus Premier Partner with access to over 120 SAP consultants, the company offers corporate clients the ability to leverage their SAP investment. Computasoft Consulting is accredited by key IT companies, including IBM, Lotus, Microsoft and Sun. Clients include Pharmacia & Upjohn, Mobil Oil, The Halifax, Sony, Royal & Sun Alliance, Kraft Jacobs Suchard and Tesco.
Computasoft咨询企业是创新提供者，它提供世界级企业处理方案给那些被代理企业，这些企业期望使用软件群、工作流和互联网相关技术。作为一个英国基于LOTUS第一位合作伙伴，它访问了超出120个SAP顾问和对那些使用SAP用户帮助它们提升其SAP投资回报企业。Computasoft 咨询企业是能够信赖，它在关键IT企业中享受盛誉，如：IBM 、LOTUS 、微软、SUN。用户包含：Pharmacia & Upjohn, Mobil Oil, The Halifax, Sony, Royal & Sun Alliance, Kraft Jacobs Suchard and Tesco。

Computasoft Consulting is part of the Computasoft Group, with offices in London, New York, Hong Kong and Walldorf. With a turnover of more than GBP21 million per annum, the Group has grown securely and steadily since it was established in 1984. Today, it has more than 500 customers around the globe and a reputation for delivering measurable business improvement.
Computasoft 咨询企业是Computasoft集团一个部分，它在伦敦、纽约、香港和Walldorf全部有办事处。它每十二个月营业额超出了2100万GBP,自从1984成立以来集团就一直稳健地发展。至今，它已拥有超出500家用户，这些用户遍布全球，并在陈说可测量企业改良见解方面享受较高声誉。

文章二
" ERP, Plug and Play ", " CFO Europe ", June 1999, Janet Kersnar and Matthew May
资料起源：”ERP，即插即用”，”欧洲财务经理”，1999年6月，作者：Janet Kersnar 和 Matthew May
Many large European companies have already embraced ERP systems, or are about to do so. Italy's Pirelli is among them. "We started implementation [of a SAP R/3 system] in January 1994 and it will be completed by the end of this year, which is on target," says Enrico Parazzini, director of administration planning and control of the tyre and cable company, which had 1998 revenues of 10.7 trillion lire (E5.5 billion). That's quite a long period by industry standards-according to Meta Group, a technology research firm, the average time it takes to implement an ERP system in Europe is around 23 months.
很多欧洲大企业已经拥有ERP系统，或正准备这么做。意大利Pirelli企业就是其中一个。”我们已在1994年1月开始实施SAPR/3系统，而且将在1998年年末完工，这是我们目标” 轮胎和缆车企业行政计划控制董事如是说，，些企业1998年收入是10.7万亿里拉（E5.5十亿）。以工业标准来衡量，这是一段很漫长过程，依据Meta集团 --一个技术研究企业，它在欧洲实施ERP系统平均时间是23个月。

Parazzini acknowledges that overcoming internal resistance to replacing Pirelli's custom business software took time. "It was very difficult at the beginning," he recalls, "...but by 1996, we no longer had to convince people inside the operation. They were asking for ERP, and then we found it easy." The firm has already implemented R/3's finance, cost accounting, material management, service distribution and asset management modules, and is currently working on the production ones. (...)
Parazzini认可在克服用R3替换原来商业软件内部抵制上花费了时间。”开始非困难,”,她回想说，”…但直至1996年，我们就再也无须使大家信服内部运作。她们开始要求ERP,而且我们发觉很轻易。”企业已经应用了R/3财务、成本会计、材料管理、服务分配和资产管理模块，现在工作运行在SAP上”。

"SAP packages, come with an incredible number of options and you have to evaluate the combinations," notes David Garrett, a consultant with KPMG. Doing so didn't tire Pirelli. Parazzini says that the company picked SAP's R/3 system for three reasons : the fact that it was relatively new at the time ; its ability to integrate other applications effectively ; and SAP's ability to offer support in all of the 16 countries in which the Italian firm operates. Parazzini acknowledges that R/3 is a particularly "rigid" product that can't be tailored easily, but notes that Pirelli has dealt with this by providing staff with intense training in its use. The company also decided to switch from various hardware platforms to using Hewlett-Packard hardwar and Unix.
David Garrett,KPMG企业一个顾问说，“SAP软件包,有多得不可置信选项，你不得不去评价它们组合，” 。 David Garrett说， 这么做不是整理PIRELLI企业。Parazzini说企业选择R/3系统有三个原因：一、实际上SAP在当初是最新；二、它能和其它应用软件有效集成；三、SAP有能力在16个国家包含意大利运行企业提供支持。Parazzini认可SAP是一个不轻易适应很”钢性”产品，，不过她同时表明企业已经过培训职员怎样使用该系统来处理这个问题。企业也决定从不一样硬件平台转到使用HEWLETT-PACKARD硬件和UNIX上。

Typically, the expense of buying ERP software and hardware is only a small part of the overall cost of a project. As soon as the "go" button is hit, CFOs can expect to sign off fat cheques for everything from consulting work to training fees. "About 60% of the cost was [on] implementation and 40% on software," says Pirelli's Parazzini, whose project is estimated by The ROI Report, an industry newsletter, to have required a total investment of 98 billion lire. (...)
经典ERP软件和硬件费用成本只是全部项目成本很小一部分。一旦开始运作，财务总监期望能停止大量因培训而支付费用。”60％成本是实施费，40％是软件件费”PIRELLI企业PARAZZINI说，她项目被ROI汇报（一个工业通讯刊物）估量，总额需要投入980亿里拉。
A company should mould its own processes in response to the software. "We succeeded in that, overall, we kept most of the standard solution," says Parazzini, though he admits Pirelli occasionally tweaked it to fit local needs. (...)
一个企业必需制作它自己步骤来响应软件。”我们全方面地成功了，我们保留了大部分标准解方案”PARAZZINI说，即使她认可PIRELLI企业偶然也改变标准方案去适应当地需要。

Many senior executives continue to treat ERP implementations as IT projects. They fail to understand that ERP rollouts fly in the face of the mantra of decentralisation that was popular in the 1980s, not least because modules often cut across traditional departmental lines, requiring job descriptions to be rewritten and forcing managers hoarding data to share it. And they underestimate the internal resistance to change this can inspire.
很多高级行政人员仍然将ERP实施看成是IT项目，她们不能了解ERP出现和20世纪80年代流行分权完全相反，并不因为模块缩短了传统部门步骤，而是ERP需要重新明确工作细则并使储存资料经理不得不共享。她们认为内部抵制改变能够起到激励作用。

At Pirelli, support from the company's CEO, Marco Tronchetti Provera, and other top managers including the CFO, Carlo Buora, was essential in driving the project forward. "The key reason for what we see as success is commitment from top management...and the opinion leaders inside the company," says Parazzini.
在PIRLLI企业，最高实施官，Marco Tronchetti Provera和其它高级管理人员包含财务总监，CARLO BUORA,认为推进项目是必需”我们认为成功最关键原因是 高层管理人员承诺```和企业领导见解”PARAZZINI说

文章三
"SAP rapped by analysts", "Computing", UK, May 6, 1999
“SAP被分析家们斥责”，”计算”，英国，1999年5月6日。
SAP is blocking rivals from creating products that compete with its own data warehousing product, say some industry analysts.
部分工业分析家说，SAP阻碍竞争对手生产和SAP数据仓库产品竞争产品。
The analysts say SAP has failed to simplify an extremely complex application program interface (API) within its flagship R/3 enterprise resource planning software. The interface makes it very difficult for rival companies to write data warehouse products that can extract data from R/3. Even if other vendors can overcome the difficulty, SAP will often refuse to certify or approve their software for use with R/3.
分析家们说SAP未能简化在它R/3企业资源计划软件中复杂应用程序界面。这些界面使得竞争对手极难写数据仓库产品来榨取R/3资料。既使其它卖主能克服困难，SAP也拒绝确保或赞成她们软件和R/3一起使用。
Other parts of the API for R/3 have been simplified in the last three years. SAP has also developed an API which allows data from rival ERP systems to be exported to SAP's data warehouse software Business Information Warehouse (BW).
在最近三年其它部分应用程序界面已经简化。SAP已经开发了API，它许可数据从竞争对手ERP系统输出过入SAP数据仓库”商业信息库”

By refusing to open the whole of its platform, SAP is effectively locking R/3 users into a SAP environment, according to Mike Thompson, research manager at analyst Butler Group. " It's obvious why SAP is doing this. It's because it wants people to use its own tools and lock users into SAP," he said.
因为拒绝开放全部平台，SAP有效地锁定了R/3用户在SAP环境中。依据MIKE THOMPSON ，“很显而易见为何SAP这么做，因为她想大家使用它自己工具和锁定用户于SAP中”
R/3 users are being affected by the strategy. " SAP's approach leads to less choice and higher implementation costs for users," said Thompson. " Any company that tries to lock users into systems isn't really addressing the requirements of modern business. "
R/3用户受这种策略影响，”SAP通道造成用户选择降低和高额实施费用” THOMPSON说。” 一个企业假如试图将用户锁定在它系统里,就不可能考虑处理现代最新业务需求
Mike Norman, principal analyst at researcher Makespan, agreed that SAP's actions are not helping users. " What users want is not necessarily what SAP wants to do. It's clear that creating an open API is not high on SAP's list of development priorities," he said.
MIKE NORMAN是MAKSPAN关键分析者，她认为SAP行为不是在帮助用户，”用户想要并不一定是SAP想要。很显著发明一个开放应用程序界面不是SAP最先发展选择。

Other analysts have also criticised SAP over its data warehousing interfaces. Nigel Pendse, author of the Olap Report, recommended that users stay clear of BW.
其它分析家也在SAP数据仓库界面上批评SAP。NIGEL PENDSE,OLAP汇报作者，提议用户避免使用BW
" No doubt SAP will have some sales success with BW, particularly by selling into large accounts. But I don't think that too many of those will be viewed as successes by the users, " he said.
毫无疑问SAP因BW而取得销售成功，尤其是大额销售中。 但我认为这么大花费对用户而言并不意味将取得成功”，她说。
Nigel Ford, product marketing manager for complementary software at SAP, said : " SAP hasn't deliberately locked users out. But for obvious reasons we want to make it easier for people to use BW. "
NIGEL FORD,SAP补充软件销售经理说：”SAP不是有意锁定用户，不过出于显而易见原因，我们想使得大家在使用BW时感到轻易。