希望能找一篇关于国际贸易术语，或者2000通则的英文文章，3000词左右
关于友情的作文：同桌，你还好吗
小时候，友谊是一排矮矮的座位，我在这头，你在那头。
还记得吗？儿时的你，有着黑宝石般的眼睛，软的像棉花絮般的头发，小小的脸庞上有个光洁的、透着智慧的大脑门儿，当然，更忘不掉的是你那嵌在脸颊上的细小的黑点儿，还有那狡黠的笑脸。
那时，你在第一排的最右边，我在第一排的最左边，我们中间只有几个座位，一下课，你便急忙跑到我的座位上，畅所欲言，谈古论今，每次上课铃一响，你就会失望的一笑，又回到座位上去了，冲我做个鬼脸。我们虽然隔着几个座位，但心却贴的很近很近。
后来，友谊成了一条长长的电话线，我在这头，你在那头。转学的我感到无比孤独，便想起你，打个电话，三言两语，点点滴滴，但却包不住那浓浓的友谊。我不知道，为什么在快乐的时候未曾想到你，而在无聊、孤独、悲伤时马上就想到你，我似乎悟出了朋友二字的真谛，。那根普通的电话线，承载了我们太多太多的友谊。
现在，友谊成了一份挥不去的思念，我在这片云彩下边，你在那片云彩下边，听说你现在在北京上学，寒暑假才能回来，我时常静静的坐着，每每想起你，都会勾起我无限的思念，回忆起那时我们自编自演的舞蹈《拾稻穗的小姑娘》，我挎着小篮子，唱着，你梳着歪辫子，跳着；回忆起我们在8岁那年约定的12月11日班里所有的小朋友到你家大院去吃大餐------我们自带的零食；回忆那些我们曾经拥有的一切故事，嘴边拂过一丝微笑，那是甜甜的，美好的。
友谊，随着我们一天天的长大，留在我们彼此的心中，友谊，像春日里的小雨滋润着我们的心田；友谊，像夏日里的清风，拂去我们彼此的忧伤，友谊，像秋日里的果实，散发着香甜；友谊，像冬日里的阳光，想起来就让人温暖。
让三月的春风带去我的祝福，让天上的彩云带去我一声问候，你现在还好吗？
如何把中文网页翻译成英文
用谷歌（或其它网站）的“网页翻译”功能只能大概翻译一下文字内容，图片内容无法翻译出来，而且即使文字内容翻译出来了，但可阅读性很差，仅限于帮助理解。
如果想建立多语言版本的网站，你需要做的不仅仅是把内容翻译出来，使用不同语言的国家，都有着不同的使用习惯，以中文用户为基础建立的中文网站，不一定适合欧美等国家用户的习惯（这一点在电子商务网站上尤其明显）。
网站翻译不是简单的文本内容转换，里边还涉及到网站界面布局的重新设计，要处理的事情还很多，没有专门的WEB设计师是达不到理想效果的……
求一篇关于ERP的英文原文文章3000单词(要带有原文作者),并带有中文翻译
ERP Investment: Business Impact and Productivity Measures
1
ERP Investment: Business Impact and Productivity Measures
LORIN M. HITT, D.J. WU AND XIAOGE ZHOU
ABSTRACT: Enterprise Resource Planning (ERP) software system integrates key
business and management processes within and beyond a firm’s boundary. While the
business value of ERP implementations have been extensively debated in IT trade
periodicals in the form of qualitative discussion or detailed case studies, there is little
large sample statistical evidence on who adopts ERP and whether the benefits of ERP
implementation exceed the costs (and risks).
With multi-year multi-firm ERP implementation and financial data, it is found that larger
firms (and those with slightly better performance) tend to invest in ERP. Even though
there is a slowdown in business performance and productivity shortly after the
implementation, financial markets consistently reward the adopters with higher market
valuation (as measured by Tobin’s q). Due to the lack of mid- and long-term post
implementation data, future research on the long run impact of ERP is proposed.
KEY WORDS AND PHRASES: ERP systems, ROI, productivity analysis.
2
I. Introduction
Enterprise Resource Planning software systems (ERP) encompass a wide range of
software products supporting day-to-day business operations and decision-making. ERP
serves many industries and numerous functional areas in an integrated fashion,
attempting to automate operations from supply chain management, inventory control,
manufacturing scheduling and production, sales support, customer relationship
management, financial and cost accounting, human resources and almost any other dataoriented
management process. ERP systems have become increasingly prevalent over the
last 10 years. The license/maintenance revenue of ERP market was $17.2 billion dollars
in 1998, it is expected to be $24.3 billion dollars in 2000, and ERP systems have been
implemented in over 60% of multi-national firms (PriceWaterhouseCoppers, 1999). This
market also cuts across industries – for example, two of the world’s best-known software
companies, IBM and Microsoft, now run most of their business on software neither of
them makes, the SAP R/3 ERP package made by SAP AG (O’Leary, 2000).
The appeal of the ERP systems is clear. While most organizations typically had software
systems that performed much of the component functions of ERP, the standardized and
integrated ERP software environment provides a degree of interoperability that was
difficult and expensive to achieve with standalone, custom-built systems. For example,
when a salesperson enters an order in the field, the transaction can immediately flow
through to other functional areas both within and external to the firm. The order might
trigger an immediate change in production plans, inventory stock levels or employees’
schedules, or lead to the automated generation of invoices and credit evaluations for the
customer and purchase orders from suppliers. In addition to process automation, the
ability of ERP systems to disseminate timely and accurate information also enables
improved managerial and worker decision-making. Managers can make decisions based
on current data, while individual workers can have greater access to information,
enabling increasing delegation of authority for production decisions as well as improved
communications to customers (O’Leary, 2000).
3
Implementation of ERP systems requires a substantial investment in time, money and
internal resources (Bailey, 1999; White, Clark and Ascarelli, 1997) and is fraught with
technical and business risk (Austin and Cotteleer, 1999). A typical ERP installation has a
total cost of about $15 million (O’Leary, 2000, p. 6) and costs can be as high as 2-3% of
revenues (Escalle, Cotteleer, and Austin, 1999). Installation takes between 1 and 3 years
(21 months on average), with benefits starting to accrue in an average of 31 months
(McAfee, 1999; O’Leary, 2000). ERP implementations are also known to be unusually
difficult, even when compared to other large-scale systems development projects. Part of
this difficulty is due to the pervasiveness of the changes associated with ERP, the need
for simultaneous process redesign of multiple functional areas within the firm, and the
need to adapt processes to the capabilities of the software.1 There is also a high degree of
managerial complexity of these projects. While ERP systems are packaged software
applications, the majority (~60%) of project cost is devoted to setup, installation and
customization of the software, services typically provided by outside consultants such as
Andersen Consulting or EDS (Dolmetsch et al., 1998; Oesterle, Fleisch and Alt, 2000).2
Success or failure hinges on the effective collaboration among these teams, the business
knowledge of internal business experts and the technical skills of outside IT consultants
(Oesterle, Feisch and Alt, 2000). Numerous cases document ERP implementation failures
(Davenport, 1998; Martin, 1998), some with disastrous results.3
Given the scale of ERP implementation projects as well as the possibility for both large
successes and failures, it is reasonable to expect that ERP deployment have a significant
and measurable effect on firm performance. While both costs and potential benefits are
1 Thomas Van Weelden, CEO of Allied Waste, noted one of the primary concerns for abandoning their
SAP implementation was, “They [SAP] expect you to change your business to go with the way the
software works” (Bailey, 1999).
2 For a typical ERP project cost breaks down as follows: Software Licensing (16%), Hardware (14%),
Consulting (60%), training and other internal staff costs (10%).
3 The SAP-Siebel-Manugistics implementation at Hershey was three months behind schedule, and Hershey
officials offered this late implementation as partial explanation for why Hershey missed 10% of its
expected earnings (Branch, 1999). Geneva Steel (O’Leary, 2000, pp. 39 – 48, 219) declared bankruptcy the
day after their $8 million SAP system was implemented. FoxMeyer (a 7-billion-dollar company) planned
$65 million for their SAP implementation; it claimed in litigation that SAP was one of the reasons that it
had gone bankrupt, and it is suing both SAP and Andersen Consulting (Radosevich, 1998). It is estimated
that at least 90% of ERP implementations end up late or over budget (Martin, 1998).
4
high, it is not clear whether the net effect results in higher productivity for the firm. In
addition, because implementation is a difficult and uncertain process, firms that are
successful in implementing ERP may gain competitive advantage over other firms that
are unwilling or unable to make similar changes.
To date, most of the documentation of the benefits of ERP has been in the form of
individual case studies (e.g., Dolmetsch, et al., 1998; Cotteleer, Austin, and Nolan, 1998;
McAfee, 1999; Gibson, Holland, and Light, 1999; Westerman et al., 1999), product
testimonials (SAP Press Release) and industry surveys (AT Kearney, 1996, 1998, 2000;
MSDW CIO Surveys on Enterprise Software, 1999 - 2001). In this paper, we
systematically study the productivity and business performance effects of ERP using a
unique dataset on firms that have purchased licenses for the SAP R/3 system, the most
widely adopted ERP package. Our goal is to better understand the economics of ERP
implementations specifically, and more broadly, contribute to the understanding of the
benefits of large-scale systems projects.
II. Literature Review
This work draws on two streams of previous literature: the work on the business value of
information technology and the more specialized literature on the value of ERP
implementations. In this section, we briefly survey each of these areas as they apply to
our analysis.
II. A. Business Value of Information Technology
There is an extensive literature investigating the business impact of information
technology (IT) using a wide variety of methodologies and different levels of analysis.
While work at the economy-wide level has typically shown equivocal results until very
recently (see e.g., Oliner and Sichel, 1994), research at the firm-level has demonstrated
that information technology investment has a significant effect on productivity levels,
productivity growth, and stock market value of firms (Brynjolfsson and Hitt, 2000).
5
Other research has also found some positive effects on internal performance metrics such
as inventory turnover (Barua, Kriebel and Mukhopadhyay, 1995).
While much is known about the general effect of information technology on productivity,
there is less understanding of the value of specific information technology applications
and the factors that make a particular project or system more effective. Previous studies
found that IT automation of postal sorting and toll collection had a significant effect on
productivity (Mukhopadhyay, Rajiv and Srinivasan, 1997; Mukhopadhyay, Lerch and
Mangal, 1997). Benefits were also found in research of the plant level for automated
machine tools (Kelley, 1994) and for “advanced manufacturing technologies”, most of
which are computer-related (Doms, Dunne and Troske, 1997). Brynjolfsson, Hitt and
Yang (2000) found that certain organizational practices such as the increased use of
skilled workers and decentralized and team-based organizational structures increased the
value of IT investments. Using survey data, Brynjolfsson and Hitt (1995) found that
firms that invested more heavily in business process redesign and devoted more of their
IT resources to increasing customer value (e.g. quality, timeliness, convenience) had
greater productivity and business performance. All of this research suggests that there
can be positive benefits from the automation, process redesign activities and increased
timeliness or output quality associated with successful ERP system deployment, although
these effects in the specific context of ERP have not been previously studied statistically.
II.B. Impact of ERP Implementation
There is a small but growing literature on the impact of ERP systems; the majority of
these studies are interviews, cases studies or a collection of case studies and industry
surveys (see e.g. McAfee and Upton, 1996; Davenport, 1998; Ross, 1998; AT Kearney,
1996, 1998, 2000; MSDW CIO Surveys on Enterprise Software, 1999 - 2001). McAfee
(1999) studied the impact of ERP systems on self-reported company performance based
on a survey of 101 US implementers of SAP R/3 packages. Participating companies
reported substantial performance improvement in several areas as a result of their ERP
implementation, including their ability to provide information to customers, cycle times,
6
and on-time completion rates. Gattiker and Goodhue (2000) group the literature of ERP
benefits into four categories: (1) improve information flow across sub-units,
standardization and integration facilitates communication and better coordination; (2)
enabling centralization of administrative activities such as account payable and payroll;
(3) reduce IS maintenance costs and increase the ability to deploy new IS functionality;
(4) ERP may be instrumental in moving a firm away from inefficient business processes
and toward accepted best of practice processes. A model based on organizational
information processing theory (Galbraith, 1974) has been developed to explain the costs
and benefits of ERP impact and validated using two case studies. They argue that some
successfully transformed firms (the “swans”) would enjoy these ERP benefits, however,
others (the “ducks”) might not be able to benefit from such ERP implementation due to
firm- and site-specific differences (Gattiker and Goodhue, 2000).
The above studies on the impact of ERP systems suggest that there are potentially
substantial benefits for firms that successfully implemented ERP systems, though there is
little in terms of broad sample statistical evidence (Ragowsky and Somers, 2000). We
note here the significance of ERP impact has started to attract more attention from the
academics, a few special issues of leading academic journals have been edited or
forthcoming (e.g., Gable and Vitale, 2000; Sarkis and Gunasekaran, 2001).
III. Data, Methods and Hypotheses
III. A. Data
Our analysis leverages and extends existing data on information technology, productivity
originally used by Brynjolfsson and Hitt (2000) for the study of IT and productivity
growth.4 We combine this database on IT and other financial measures with new data on
the adoption of ERP by large firms. Throughout this study, large firms are defined as
4 These data have been used for related work by Brynjolfsson and Yang (1998); Bresnahan, Brynjolfsson
and Hitt (2000) and Brynjolfsson, Hitt and Yang (2000).
7
either all publicly traded firms on Compustat or the Fortune 1000. Details on each of
these data sources appear below.
III. A. 1. ERP Adoption
Our primary data and unique data source is a record of all license agreements for the SAP
R/3 system sold by SAP America over the time period 1986 to 1998 – this is essentially a
sales database used to record the number of licenses sold. When a firm purchases a
license from SAP, pricing is based on the number of “seats” (in addition to an up front
basic license fee), which represent the number of simultaneous users that the system will
support. The SAP system is modular, in the sense that each of the functional modules
(e.g., production planning, sales and distribution, financial accounting, human resources)
can be installed or not at the firms’ discretion without additional licensing fees, but SAP
does track which modules are installed.
Our data includes the name of the firm that purchased the license, the location where the
system was installed, the date of the original purchase, the date the installation was
completed and the system went live, and the modules that are active for each location.
While there are over 40 modules or variations of modules in the system, they can be
broadly grouped into 5 primary areas: manufacturing, finance, human resources, project
management, and information systems.5 We will utilize these groupings for some of our
analyses. The data is maintained at the level of individual sites, while our other data is at
the level of the firm – we therefore aggregate the data to the firm level for many of our
analysis (details of the aggregation are specific to each analysis and will be described
later). We then match the aggregate data to Compustat and the Computer Intelligence
database (described below). This necessarily limits the analysis to firms that are publicly
traded in the US, but using this method we are able to match 70% of all firms in the
database.
5 The information systems module includes application protocol interface (APIs) and other basis
components, database products, business information warehousing and related data mining technologies.
8
论文摘要如何翻译成英文
论文摘要翻译成英文可以借助一些翻译软件，把英语的句子都输入进去就可以翻译了，但这样做的翻译不是很准确，建议找翻译网站。由于中国人的思维方式与西方英语国家的人有着明显的不同，例如句子结构上往往存在前后次序的差别，表达方式上有各自最恰当的词语，并且与中文不一一对应。国内许多学术论文的英文摘要是根据中文摘要直译成英文的，由于没有考虑适合英语表达的思维方式，这样的英文摘要往往使外国人费解。所以，在翻译摘要时一定要考虑到中英文表达习惯上的差异，通过意译将原文主要内容按西方人的思维习惯完整地表达出来，不要逐字逐句、一一对应地生硬翻译。建议选择国际科学编辑，他们在欧洲、北美和澳大利亚等英语母语国家已经拥有的一个值得信赖并高质量的编辑队伍，国际科学编辑可以为全世界的科学家提供英语母语化润色服务。公司所有的科学编辑都具有博士学历，拥有丰富的科学研究经验及优秀的英语语言技能。20几年来，国际科学编辑不但为科学家提供一对一的语言润色服务，而且与全球知名的出版公司有长期的合作关系，为稿件提供编辑校对服务。
请那些英语比较高的高人帮我翻译一下课程名字吧，也为后来的平面设计出国创造个小方便。
Book design
packaging design (branding)
packaging design (structure)
container design
advertising design (planning)
renderings performance techniques (in fact, interior design hand-painted, but brought you the product design)
design concept
paper advertising design and printing process Design (Poster Design)
cartoon history of Chinese arts and crafts design
decorative art design
web design
quote Writing
mental health education
advertising photography illustration design
packaging design (structure)
layout design
graphic design
logo design
computer-aided design
Font Design
Ceramic Design
Sketch the basic course
Color Composition
Three-dimensional form
Square form
帮忙请英语高手翻译一下，谢谢！
5分也不给，所以给你有道词典的翻译：
黑暗的中午
由哈罗德Krents
盲目的形式诞生,我从来也没有opporutnity看自己,已经完全依赖的形象创造的观察者。到目前为止还没有自恋。
有些人认为,既然我看不见,我当然也不能听。人们会经常和顶部的肺部,enuniciating每个词都很小心。相反,人们也经常低语,假设,因为我的眼睛不工作,我的耳朵也不喜欢。
举例来说,当我去机场,问售票代理人为救助飞机,他或她将总是拿起电话,打电话给地面hostee俺们耳语:“嗨,简,我们有76岁。”我认为这个词“盲目”是不被用于一个或两个原因:他们担心如果恐惧词是口头的,售票员的视网膜剥离,或者立即将他们不愿意告诉我的情况,我可能没有先前的意识。
另一方面,其他人知道我当然可以听到,但相信我不会说话。通常,因此,当我的妻子和我一起去吃晚餐,服务生会问工具”他想喝一杯”我回答,“他会这么做。”
这一点对我开车回家形象时,我们在英格兰。我已经一年剩下的absecne从华盛顿的律师事务所去攻读文凭或学位在牛津大学。在我生病了,并且住进了医院。我被录取,后立刻去x光室向下推。就在门口坐在一个上了年纪的woman-elderly我会从她的声音。“你叫什么名字?”女人问谁被推我有序。
“你叫什么名字?”有秩序的重复给我。
“哈罗德Krent。”我回答道。
“哈罗德Krent,”他重复。
“他是什么时候出生的?”
“你在什么地方出生的?”
1944年11月5日”,“我无线。
“Novermber 5,1944年,“有序吟咏。
这个过程持续了大约5分钟,甚至连我的saintlike性格离弃我。“你瞧,”我终于lurted出来,说:“这绝对是荒谬的。好的,抑或我看不见,但它可以成为很明显对双方都是有利的。你不需要翻译。”
“他说他不需要翻译,“老年女性报道
急等！！成绩单中课程英语翻译。请高人！会追分！！
1、导游学概论 Guide overview
2、休闲管理概论 Leisure management
3、统计学原理 Statistical principle
4、形势与政策 Situation and policy
5、影视广告欣赏 Television advertising
6、中国近现代史纲要 China's modern history outline
7、主要客源国概况 Main and tourist profiles
8、概论 introduction
9、基础旅游英语 Basic tourism English
10、计算机文化基础 Computer culture basis
11、计算机文化基础上机 Based on computer cultur
12、旅行社管理概论 Travel management
13、旅游地管理概论 Tourism management
注意了：“概论”如果按照释义来解释的话可译为“conspectus”、“generality”、“panorama”。
给你几个句子：
1.My professor referred me to the book "Compendious System of Astronomy".
我的教授让我参考《天文学系统概论》这本书。
这个句子中“book”不光指“书”就指“概论”
2.In an introductory survey, the economist is interested in the workings of the economy as a whole.
在一本入门的概论中，经济学者注意的是整个经济制度的作用。
这个句子中“survey”指的就是概论。
4.In addition to giving a general introduction, the program also offers practical training.
除了讲解概论之外，这个课程还提供实际操作训练。
“概论”在这个句子中就变成了“introduction”，当然就是“introduce”的名词形式。
总之，概论的译法很多，你可以上
http://zhidao.baidu.com/question/114739638.html?si=3查
请那些英语比较好的高人帮我翻译一下课程名字吧，也为后来的平面设计出国创造个小方便。
书籍装帧设计 Book Design
包装设计（品牌推广）Package Design (Brand Promotion)
包装设计（结构）Package Design (Structuring)
包装容器造型设计 Container & Package Shaping
广告设计（策划）Advertising Design (Planning)
效果图表现技法（其实是室内设计手绘，但是带了点产品设计）Sketches plan and Drawing techniques
设计概念 Design Concept
纸品设计与印刷工艺 Paper Graphics & Typography
广告设计（招贴设计）Advertising Design (Poster Design)
卡通造型设计 Design of Cartoon Style
中国工艺美术史 Chinese History of Arts and Crafts
装饰画设计 Decorative Painting Design
网页设计 Website design
应用文写作 Practical Writing
心理健康教育 Mental Health Education
广告摄影 Photography of Advertising
插画设计 Illustration Design
包装设计（结构）Package Design (Structuring)
版式设计 Format Design
标志设计 Logo Design
计算机辅助设计 Computer Aided Design
图形设计 Graphic Design
字体设计 Literature Design
陶艺设计
基础课写生
色彩构成
立体构成
平米构成
