英语翻译地址 直接诶回复 313997219

英语翻译地址 直接诶回复 313997219
英语翻译
地址 直接诶回复 313997219

英语翻译地址 直接诶回复 313997219
WHY ERP系统? ERP (Enterprise Resource Planning)
erp, 企业资源计划, 综合商业管理系统 (包括所有方面以及有效计划和管理业务所需的计算机化管理方法)
The business environment is dramatically changing. Companies today face the challenge of increasing competition, expanding markets, and rising customer expectations. This increases the pressure on companies to lower total costs in the entire supply chain, shorten throughput times, drastically reduce inventories, expand product choice, provide more reliable delivery dates and better customer service, improve quality, and efficiently coordinate global demand, supply, and production As the business world moves ever closer to a completely collaborative model and competitors upgrade their capabilities, to remain competitive, organizations must improve their own business practices and procedures. Companies must also increasingly share with their suppliers, distributors, and customers the critical in-house information they once aggressively protected. And functions within the company must upgrade their capability to generate and communicate timely and accurate information. To accomplish these objectives, companies are increasingly turning to enterprise resource planning (ERP) systems. 中国的商业环境发生了巨大地改变.公司今天面临着企业竞争日益激烈,市场不断扩大以及客户期望值日益升高的挑战.这迫使公司在整个供应链中不得不降低总成本,缩短生产周期,巨降库存,扩大产品选择,提供更合适的交付日期和更好的客户服务、提高质量,有效地协调全球需求、供应、生产.随着业务的全球正越来越接近一个完整的合作模式,竞争对手不断提升自己的能力,以保持竞争力,企业必须提高自身的商业操作和规程.公司也必须与其供应商、分销商和客户分享他们曾经积力保护的内部重要信息.而公司内部职能必须提升自己的能力来创造和沟通那些及时和准确的信息.为了实现这些目标,公司正在越来越多地转向企业资源规划（ERP）系统.
ERP provides two major benefits that do not exist in non-integrated departmental systems: a unified enterprise view of the business that encompasses all functions and departments; and an enterprise database where all business transactions are entered, recorded, processed, monitored, and reported. This unified view increases the requirement for, and the extent of, interdepartmental cooperation and coordination. But it enables companies to achieve their objectives of increased communication and responsiveness to all stakeholders.
The focus of manufacturing systems in the 1960s was on inventory control. Companies could afford to keep lots of ‘‘just-in-case’’ inventory on hand to satisfy customer demand and still stay competitive. Consequently, techniques of the day focused on the most efficient way to manage large volumes of inventory. Most software packages (usually customized) were designed to handle inventory based on traditional inventory concepts. ERP系统提供了两个主要的好处是其不存在于非综合部门系统：一个包括所有的业务职能部门统一的企业视图；以及所有商业交易都经输入、记录、处理、检测的企业数据库.这个统一的观点增加了对部门间合作与协调程度的要求.但是,它可以让企业实现增加与所有利益相关者之间沟通和回应的目标.生产系统的重点在20世纪60年代是库存控制.公司有能力保持大量''以防万一''的库存在手头上来满足客户的需求并仍能保持其竞争力.因此,当时的技术重点放在用最有效的方式来管理大量的库存.大多数软件程序包（通常是自定义）开发的目的是在传统的库存概念基础上处理库存.
In the 1970s, it became increasingly clear that companies could no longer afford the luxury of maintaining large quantities of inventory. This led to the introduction of material requirements planning (MRP) systems. MRP represented a huge step forward in the materials planning process.
For the first time, using a master production schedule, supported by bill of material files that identified the specific materials needed to produce each finished item, a computer could be used to calculate gross material requirements. Using accurate inventory record files, the available quantity of on-hand or scheduled-to-arrive materials could then be used to determine net material requirements. This then prompted an activity such as placing an order, canceling an existing order, or modifying the timing of existing orders. For the first time in manufacturing, there was a formal mechanism for keeping priorities valid in a changing manufacturing environment. The ability of the planning system to systematically and efficiently schedule all parts was a tremendous step forward for productivity and quality. 在20世纪70年代,企业很显然再也不能为维持大量的库存而花费巨资了.于此,物料需求计划（MRP）系统得以介绍.MRP代表了在材料规划过程中的巨大进步.在确定各最终产品生产的具体材料清单的支持下,首次采用主生产计划使用一台计算机可以计算所需的总材料了.使用准确的库存记录文件,根据现有的货量或材料到达时间表可确定所需材料的净量.如此一来,就可有效安排一些活动如订购,取消现有的订单,或修改现有的订单时间.首次,在生产过程中,出现了一个在不断变化的生产环境下保证优先有效的正式机制.该规划系统能系统地、有效地安排所有部分,在促进生产力和生产质量方面,这是一个巨大的进步.
Yet, in manufacturing, production priorities and materials planning are only part of the problem. Capacity planning represents an equal challenge. In response, techniques for capacity planning were added to the basic MRP system capabilities.
Tools were developed to support the planning of aggregate sales and production levels (sales and operations planning), the development of the specific build schedule (master production scheduling), forecasting, sales planning and customer order promising (demand management), and high-level resource analysis (rough-cut capacity planning). Scheduling techniques for the factory floor and supplier scheduling were incorporated into the MRP systems. When this occurred, users began to consider their systems as company-wide systems. These developments resulted in the next evolutionary stage that became known as closed loop MRP . 然而,制造、生产和物料计划的优先次序只是问题的一部分.容量规划也同样是一个的挑战.同时,生产能力规划技术也被添加到MRP系统能力的基础上.为支持总销售和生产水平的计划(销售和营运规划)一些工具做了很大的改进,如：建设的具体时间表（主生产计划）,预测,销售计划和客户订单承诺（需求管理）发展,高层次的资源分析（粗切容量规划）.工厂车间的调度技术和供应调度技术都被纳入了MRP系统.在这种情况下,用户开始把自己的系统当成整个公司的系统.这些发展引发了下一进化阶段的到来,后来被称为闭环MRP.
In the 1980s, companies began to take advantage of the increased power and affordability of available technology and were able to couple the movement of inventory with the coincident financial activity. Manufacturing resources planning (MRP II) systems evolved to incorporate the financial accounting system and the financial management system along with the manufacturing and materials management systems. This allowed companies to have a more integrated business system that derived the material and capacity requirements associated with a desired operations plan, allowed input of detailed activities, translated all this to a financial statement, and suggested a course of action to address those items that were not in balance with the desired plan. 在20世纪80年代,公司开始采取提高功率承受能力和现有技术的优势,已能使存货和金融活动的同步进行.生产资源计划（MRPⅡ）发展到其已兼容了财务会计制度、财务管理制度体系及材料和制造管理系统的阶段.这使得公司有一个更加综合业务系统,它又延伸到材料和产能所需的操作计划,允许输入详细的活动,调度所有财务报表,并可建议对与预期的计划不符的事宜采取措施.
By the early 1990s, continuing improvements in technology allowed MRP II to be expanded to incorporate all resource planning for the entire enterprise. Areas such as product design, information warehousing, materials planning, capacity planning, communication systems, human resources, finance, and project management could now be included in the plan. Hence, the term, ERP was coined. And ERP can be used not only in manufacturing companies, but in any company that wants to enhance competitiveness by most effectively using all its assets, including information. 到90年代初,技术的不断改进使MRPⅡ的将整个企业所有资源的规划都纳入其中.如产品设计,信息仓储,物资计划,产能规划,通讯系统,人力资源,财务和项目管理等领域现在都可列入到计划中来.此后,EPR这个术语就被创造出来了.ERP,不但可用于制造型企业,而且可用于预高效地利用其所有资源包括加强信息的竞争力的任何公司.
（翻译了一下午终于翻完了 请放心用吧 邮箱号码不全 所以只给你邮箱发了一半翻译 ）

中国的商业环境是戏剧性地改变。今天面临的挑战是,企业竞争日益激烈,市场拓展,而日益升高的客户的期望值。这增加了压力对公司降低总成本,在整个供应链,缩短吞吐量次,极大地降低库存,扩大产品的选择,提供更可靠的交付日期和更好的客户服务、提高质量,有效地协调全球需求旺盛、供应、生产和商业世界动作越来越接近一个完全协同模型和竞争者提升自己的能力,为了保持竞争力,组织必须不断提高自身的商业惯例和程序。公司必须...

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中国的商业环境是戏剧性地改变。今天面临的挑战是,企业竞争日益激烈,市场拓展,而日益升高的客户的期望值。这增加了压力对公司降低总成本,在整个供应链,缩短吞吐量次,极大地降低库存,扩大产品的选择,提供更可靠的交付日期和更好的客户服务、提高质量,有效地协调全球需求旺盛、供应、生产和商业世界动作越来越接近一个完全协同模型和竞争者提升自己的能力,为了保持竞争力,组织必须不断提高自身的商业惯例和程序。公司必须也日益与他们分享供应商、分销商和客户的关键内部信息,他们曾经积极的保护。公司内和函数必须提升他们的沟通能力生成并及时准确的信息。为了完成上述目标,公司正越来越多地转向企业资源计划(ERP)系统。
提供了两个主要的益处,ERP系统不存在在non-integrated部门系统:一个统一的企业的观点,其包含了所有功能和业务部门;一个与企业数据库那里的所有商务交易都进入了,记录、处理、监控,并完备地报道。这种统一的观点,并增加了要求的程度,部门之间的合作与协调。但是它能使企业达到他们目标的沟通和反应性增加所有利益相关者。
制造系统的焦点在20世纪60年代曾在库存控制。公司可以保留大量的“手”just-in-case存货来满足客户要求并仍然保持竞争力。因此,这一天集中在技术的最有效的方法来管理大量的库存。大多数软件包(通常)被设计来处理定制库存基于传统库存的概念。
20世纪70年代不同,这变得越来越明显,公司再也买不起奢侈的维护大量的库存。这导致了引入物料需求计划(MRP)系统。MRP为代表的一大步的物料计划的过程。首次采用主生产计划的支持下,比尔的资料档案,确定了具体的材料需要制作每完成项目,计算机可以被用来计算总物料需求。使用准确库存记录文件,可用的数量的现货或scheduled-to-arrive材料然后能被用来确定网络资料的要求。于是这就促成了一个等活动;取消订货的现存秩序,或修改现有的时机的订单。第一次在制造业,有一个正式机制有效保持优先在变化的制造环境。规划系统的能力来系统、有效地安排全部零件是一个巨大的一步效率和产品质量。
然而,在制造、生产的优先顺序和物料计划仅仅是问题的一部分。生产能力计划代表了一种平等的挑战。作为回应,技术能力计划中加入了MRP系统的基本能力。工具被开发来支持这个计划的总销售和生产水平(销售和营运规划)的发展过程中,特定的建造计划(主生产计划)、预测、销售策划及客户订单有前途的(需求管理),以及高级资源分析(考虑得比较少能力计划)。调度技术供应商的工厂和调度都被纳入了MRP系统。当这发生时,用户开始考虑他们的系统作为全员性的系统。这些发展导致了下一个进化阶段,成为人们所熟知的闭环MRP。
在80年代,公司开始利用增加权力和售价的可资利用的技术,而且也有能力夫妇的运动的吻合的库存与理财活动。制造资源规划)系统进化(MRP二世,以纳入财务会计制度和财务管理系统随着生产和物料管理系统。这使得公司有一个更综合业务系统,推导了材料和能力要求联系在一起的一种期望的营运计画,允许输入的详细活动,翻译,所有这一切都要了一份财务报表,并提出一连串的行动来解决这些物品,这并不包括在平衡所需的计划。
到20世纪90年代初,持续改善技术允许在MRP II需要扩展的合并所有资源规划为整个企业。领域如产品设计、信息仓库,物料计划,生产能力规划、通信系统、人力资源、财务、项目管理方法现在也被包括在这个计划。因此,该术语、ERP这个名词。和ERP系统不仅可用于制造公司,但是在任何公司,想要提升竞争力的最有效地利用其全部资产,包括信息。

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文章在哪呢？哥们！我自己找了篇，
Constructing a layout grid usually begins by analyzing the content structure you have worked out and deciding what (besides the all-important home page link) you will need for the...

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文章在哪呢？哥们！我自己找了篇，
Constructing a layout grid usually begins by analyzing the content structure you have worked out and deciding what (besides the all-important home page link) you will need for the most general navigation purposes. Here you are trying to establish what links will be present and generally useful on every page of your Web site. If you work in a corporation or any sizeable government or nonprofit enterprise you must also consider how your particular site fits into the larger context of the other Web sites in your enterprise. Does your enterprise already have an established and successful Web design format that you can adopt? If not, carefully consider what links, logos, and other graphic and functional elements reflecting your place in the larger enterprise should be present on all of your pages. The goal is to establish a logical and consistent approach to where basic graphic identity elements, navigation links, and other essential information appear on every page within your site. Terminology is also crucial here: choose your words carefully for links and titles, and solicit comments and feedback from fellow team members and site users. A misleading or confusing label or phrase can ruin the functionality of a link.
#A page grid establishes the number, location, and terminology of all major page links and page graphic elements:
Note that so far we have not discussed specific graphic elements in relation to the page grid. A page grid can be used to enforce a very rigid, visually consistent identity scheme by incorporating information on the exact graphics, logos, fonts, colors, and wording of page elements:
However, a page grid is also a great way to allow a variety of visual approaches to site design within an enterprise while maintaining a reasonably consistent navigational interface for the user. All three of these pages, though they use a variety of colors and graphic schemes, share the same underlying page grid that specifies the position and wording of major navigation links and other page elements:
After establishing the internal page grid you can build the site home page on the same underlying grid, so that readers who come to your site are immediately introduced to the page grid, identity graphics, and navigation scheme that is used throughout the site. The home page grid does not have to be identical to the internal page grid; home pages must provide a much wider range of content and navigation elements than the average internal page. For this reason home pages are often much wider to fill the screen and more graphic than the average internal page:
完成内容结构分析和决定导航目的（除了重要的主页链接之外）之后，就可着手建立网格布局。在这里你决定建立什么超链接并通常来说要对你网站上的各页发挥作用。如果你为大公司、大的政府部门或非赢利的企业建站，你也须考虑你的个别站点如何更好地融入到整个公司网站的大背景中。你所在公司是否已经有一个成功的网络设计版式可供你采用？如果没有，请谨慎考虑你所有网页上能反映你部门特色的链环、徽标、及其它图表和和功能元素。其目标是为建立一个合乎逻辑的连贯的途经，一个在你所有页面上呈现基本图表元素、导航链接和其它基本信息的途径。术语的选择也至关重要：谨慎选择链环和标题名称，收集组员和用户的评论和反馈见。一个容易让人误解或混淆的标签或表达可能对一个环接的功能产生毁灭性的影响。
一个页面格网包括主要网页链接和页面图表元素的号码、位置和名称：
请注意，到这里我们还未讨论与页面布局相关的具体图表元素。通过组合精密的图解、徽标、字体、颜色和说明的信息，一个页面格网可用于执行一个很精密的可见的协调的同一性方案：
然而,一个页面格网也是一个很好的用于各种各样可视的网站设计的方法，同时为用户提供一个人性化的导航界面。此三个页面，尽管它们使用了多种的颜色和图解例子, 均分布在同一页面格网之下，详细说明主要导航链接和其它页面元素的位置和说明。
在建立了内部的页面格网之后，你可以将主页位置建造在同一格网之下，以便来访用户能立即找到页面格网、图解和导航地图。主页格网无须与内部页面格网一致；主页必须比内部各个页面提供更大范围的内容和导航参数。因此，主页通常比内部页面更大、图表更多。

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为什么ERP系统?
中国的商业环境是戏剧性地改变。今天面临的挑战是,企业竞争日益激烈,市场拓展,而日益升高的客户的期望值。这增加了压力对公司降低总成本,在整个供应链,缩短吞吐量次,极大地降低库存,扩大产品的选择,提供更可靠的交付日期和更好的客户服务、提高质量,有效地协调全球需求旺盛、供应、生产和商业世界动作越来越接近一个完全协同模型和竞争者提升自己的能力,为了保持竞争力,组织必须不断提高自...

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为什么ERP系统?
中国的商业环境是戏剧性地改变。今天面临的挑战是,企业竞争日益激烈,市场拓展,而日益升高的客户的期望值。这增加了压力对公司降低总成本,在整个供应链,缩短吞吐量次,极大地降低库存,扩大产品的选择,提供更可靠的交付日期和更好的客户服务、提高质量,有效地协调全球需求旺盛、供应、生产和商业世界动作越来越接近一个完全协同模型和竞争者提升自己的能力,为了保持竞争力,组织必须不断提高自身的商业惯例和程序。公司必须也日益与他们分享供应商、分销商和客户的关键内部信息,他们曾经积极的保护。公司内和函数必须提升他们的沟通能力生成并及时准确的信息。为了完成上述目标,公司正越来越多地转向企业资源计划(ERP)系统。
提供了两个主要的益处,ERP系统不存在在non-integrated部门系统:一个统一的企业的观点,其包含了所有功能和业务部门;一个与企业数据库那里的所有商务交易都进入了,记录、处理、监控,并完备地报道。这种统一的观点,并增加了要求的程度,部门之间的合作与协调。但是它能使企业达到他们目标的沟通和反应性增加所有利益相关者。
制造系统的焦点在20世纪60年代曾在库存控制。公司可以保留大量的“手”just-in-case存货来满足客户要求并仍然保持竞争力。因此,这一天集中在技术的最有效的方法来管理大量的库存。大多数软件包(通常是定制的)回答

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