论文部分内容阅读
上海通用汽车成立的前两年,信息化总投入超过2亿元;上汽大众与一汽大众每年的信息化投入均不下数千万元,而ERP系统的使用授权和每年17％的维护、升级成本也使企业的IT投入节节上升。这从一个侧面反映出北美或欧洲汽车公司的IT战略:IT一定要领跑业务需求,而不仅仅是适应。例如,上海通用2002年刚刚上线的SAP汽车行业最佳业务实践系统,已经完全可以满足年产35～40万辆汽车的柔性生产,而上海通用在该年度的产量不过10万辆。与上述几家公司的信息化投资理念不用,现代汽车则认为能够适用就行。
Shanghai General Motors set up the first two years, the total investment of information technology more than 200 million yuan; SAIC-Volkswagen and FAW-Volkswagen annual information investment are not under the tens of millions of dollars, and the ERP system, the use of authorized and 17% annual maintenance, upgrade costs Also make enterprise IT investment rise steadily. This is one side of the IT strategy for North American or European car companies: IT must lead the business needs, not just adapt. For example, Shanghai GM’s best practice system for SAP automotive industry just launched in 2002 has been able to meet the flexible production of 350,000 to 400,000 vehicles a year, while Shanghai GM produced only 100,000 units a year. With the above several companies do not have the concept of information investment, Hyundai Motor that can be applied on the line.