MPS和物料管理子系统的实现外文翻译.docx

1、MPS和物料管理子系统的实现外文翻译毕业设计（论文）外文文献翻译毕业设计（论文）题 目基于ERP计划系统的实现MPS子系统和物料管理子系统的实现翻译（1）题目Research and application of enterprise resourceplanning翻译（2）题目MRP和MRP学 院计算机学院专 业软件工程姓 名班 级学 号指导教师译文一企业资源计划研究及应用在激烈的市场竞争和内外环境的压力下，企业若要达到预期的市场占有率和预期的经济效益，提高企业的应变能力和竞争能力，就必须在产品的质量、性能、交货期、价格等方面具有自己的优势。在当今市场的大环境之下，提高竞争力的主要方法就是

2、加强管理，在管理方法、模式、手段和工具方面进行切实可行的改革。而信息技术的迅速发展大大加快了企业管理的现代化与信息化的进程。企业管理信息化已成为全球化的发展趋势。以企业资源计划（ERP）为代表的管理数字化是制造业信息化技术特点的重要体现，也是我国制造业信息化工程的重要方面。 企业资源计划（ERP）是管理信息系统的一种管理软件。这种软件理念的形成发展过程，是从物料需求计划（MRP）到制造资源计划（MRP），再到企业的人、财、物等多种资源的整合优化。人们容易看到的是这种管理软件功能的扩展，不容易看到的是信息资源的整合发展过程：MRP需要建立生产计划与原材料供应主题数据库，MRP进而需要建立设备、员

3、工等主题数据库，直到ERP需要建立市场、价格、成本等主题数据库。ERP有五个计划层次，即：经营规划、销售与运作规划（生产规划）、主生产计划、物料需求计划、车间作业控制（或生产作业控制）。采购作业也属于第5个层次，但它不涉及企业本身的能力资源。 划分计划层次的目的是为了体现计划管理由宏观到微观，由战略到战术、由粗到细的深化过程。在对市场需求的估计和预测成分占较大比重的阶段，计划内容比较粗略，计划跨度也比较长；一旦进入客观需求比较具体的阶段，计划内容比较详细，计划跨度也比较短，处理的信息量大幅度增加，计划方法同传统手工管理的区别也比较大。划分层次的另一个目的是为了明确责任，不同层次计划的制订或实施

4、由不同的管理层负责。 在五个层次中，经营规划和销售与运作规划带有宏观规划的性质。主生产计划是宏观向微观过渡的层次。物料需求计划是微观计划的开始，是具体的详细计划；而车间作业控制或生产作业控制是进入执行或控制计划的阶段。通常把前三个层次称为主控计划（Master Planning），说明它们是制定企业经营战略目标的层次。 企业的计划必须是现实和可行的，否则，再宏伟的目标也是没有意义的。任何一个计划层次都包括需求和供给两个方面，也就是需求计划和能力计划。要进行不同深度的供需平衡，并根据反馈的信息，运用模拟方法加以调整或修订。每一个层次都要处理好需求与供给的矛盾。做到计划既落实可行，又不偏离经营规划

5、的目标。上一层的计划是下一层计划的依据，下层计划要符合上层计划的要求。如果下层计划偏离了企业的经营规划，即使计划执行得再好也是没有意义的。全厂遵循一个统一的计划，是ERP/MRP计划管理最最基本的要求。 主生产计划（MPS）在ERP系统中是一个重要的计划层次，是传统手工管理没有的新概念。它根据客户合同和预测，把销售与运作规划中的产品系列具体化，确定出厂产品，使之成为展开MRP与CRP运算的主要依据，起了从宏观计划向微观计划过渡的承上启下作用。 主生产计划又是联系市场、主机厂或配套厂及销售网点（面向企业外部）同生产制造（面向企业内部）的桥梁，使生产计划和能力计划符合销售计划要求的优先顺序，并能适

6、应不断变化的市场需求；同时，主生产计划又能向销售部门提供生产和库存信息，提供可供销售量的信息，作为同客户洽商的依据，起了沟通内外的作用。 总之，主生产计划在ERP系统中的位置是一个上下内外交叉的枢纽，地位十分重要。在运行主生产计划时要相伴运行粗能力计划，只有经过按时段平衡了供应与需求后的主生产计划，才能作为下一个计划层次物料需求计划的输入信息。主生产计划的现实必须是可行的，需求量和需求时间都是符实的，没有夸大或缩小。它必须是一种可以执行的目标。只有可执行的才是可信的，才能使企业全体员工认真负责地去完成计划。因此，主生产计划编制和控制是否得当，在相当大的程度上关系到ERP系统的成败。它之所以称为

7、“主”生产计划，就是因为它在ERP系统中起着“主控”的作用。 我们强调主生产计划的重要意义是指普遍的情况，特别是多品种小批量和有多种变型的系列产品的情况。如果企业产品的生产周期特别长，比如说在9或10个月以上，同时每年生产的数量又只有少数几台，那么主生产计划的重要性可能就不一定十分明显。我们在介绍ERP的发展过程时已简要地讨论了物料需求计划（MRP）的基本概念，说明它是一种优先级计划，又必然是一种分时段计划。它是ERP系统微观计划阶段的开始，是ERP的核心。 主生产计划只是对最终产品的计划，一个产品可能由成百上千种相关物料组成，如果把企业所有产品的相关需求件汇合起来，数量更大。一种物料可能会用

8、在几种产品上，不同产品对同一个物料的需用量又不相同。另外，不同物料的加工周期或采购周期不同，需用日期也不同。要使每个物料能在需用日期配套备齐，满足装配或交货期的要求，又要在不需要的时期不要过量占用库存，还要考虑合理的生产批量，靠手工管理是不可能进行如此大量数据运算的。这也是手工管理难以解决物料短缺和库存量过人的症结所在。 MRP是MPS需求的进一步展开，也是实现MPS的保证和支持。它根据MPS、物料清单和物料可用量，计算出企业要生产的全部加工件和采购件的需求量。按照产品出厂的优先顺序，计算出全部加工件和采购件的需求时间，并提出建议性的计划定单。外文原文一Research and applica

9、tion of enterprise resource planningIn the fierce market competition, and under the pressure of external and internal environment, market share of the enterprise to achieve the desired and expected economic benefits, enhance the adaptability and competitiveness of enterprises, it is necessary in pro

10、duct quality, performance, delivery, price, and so has its own advantages. In todays market environment, improving competitiveness is the main method of strengthening management, management methods, models, methods and tools for practical reform. And the rapid development of information technology g

11、reatly speeding up the process of modernization and informatization of enterprise management.The development trend of enterprise management informationization has become globalization. Enterprise resource planning (ERP) to represent the management of digital is the important reflection of manufactur

12、ing informatization technology features, are also important aspects of manufacture information engineering in China. Enterprise resource planning (ERP) is a management information system management software. This formed the idea of software development process, from material requirements planning (M

13、RP) and manufacturing resource planning (MRP II), then to the business, financial, and other resources for integration and optimization. It is easy to see that is the extended management software features, is not easy to see information resources integration in the development process: MRP need to e

14、stablish production planning and supply of raw materials subject to the database, MRP II database and thus need to build equipment, staff and other topics until ERP database needs to be established markets, prices, costs, and other topics.ERP has five program levels, namely: business planning, sales

15、 and operations planning (production planning), master production scheduling, material requirements planning, shop floor control (production control). Procurement jobs belonging to the 5th level, but it does not involve enterprises own resources. Division plans to level the aim is to reflect the pla

16、nning management from the macroscopic to the microscopic, from the strategic to the tactical, and by the deepening process of heavy to light. On estimation and forecast of market demand components accounted for a larger proportion of stage plan compared to a rough, plan long span; once an objective

17、comparison needs specific stages, plan more detailed plans span is relatively short, a substantial increase in the amount of planned difference compared with the traditional manual management. Another aim was to clear the responsibility of the division level, different levels of development or imple

18、mentation of the plan by the different management for. In five levels, management planning and macro-planning sales and operation planning with nature. Master production schedule is a macro to micro levels for the transition. Material requirements planning is the beginning of micro-planning, is a sp

19、ecific detailed plan and shop floor control or production control is entering the stage of implementation or control plan. Often called the master plan the first three levels (Master Planning), they are developing enterprise level management strategic goals. Business plan must be realistic and feasi

20、ble, otherwise, the Grand target of no significance. Any plan level, including both demand and supply aspects, that is, demand planning and capacity planning. Balance of supply and demand of different depths, and according to feedback information, using simulation methods be adapted or amended. Each

21、 level is necessary to properly handle the contradiction between demand and supply. Plan is the implementation of feasible and does not deviate from the business plan targets. The floor plan is the next tier of plans based on lower plans to meet the upper plan requirements. If the underlying plan ha

22、d deviated from the enterprise business planning, even if the plan is good doesnt make sense. All follow a unified plan, is the most basic ERP/MRP plan management requirements.Master production schedule (MPS) is an important project in the ERP system, is a traditional manual management is not a new

23、concept. It according to customer contracts and projections, series specific products in the sales and operations planning, determine the ex-factory product, make it a main basis for MRP and CRP operations, up from a connecting link between the role of the macro-planning the transition to micro-plan

24、s. Main production plans is contact market, and host factory or supporting factory and the sales dot (-oriented enterprise external) with production manufacturing (-oriented enterprise internal) of bridge, makes production plans and ability plans meet sales plans requirements of priority order, and

25、can adaptation constantly changes of market needs; while, main production plans and can to sales sector provides production and inventory information, provides can for sales of information, as with customer negotiation of pursuant to, up has communication inside and outside of role.In short, master

26、production planning of ERP system based on location is a hub for upper and lower cross inside and outside, position is very important. When you run the master production schedule to run rough cut capacity planning only after balancing the supply and demand in a timely manner of MPs, as input for the

27、 next planned levels-material requirements planning information. Master production schedule of reality must be feasible, demand and demand time Fu Shi, without exaggerating or out. It must be a goal you can perform. Only executable is trustworthy, to make companies responsible all staff to complete

28、the plan. Therefore, master production scheduling and control are, to a considerable extent, bearing on the success or failure of ERP systems. It is known as a primary production planning, it is because it plays in the ERP system, the master. We stress the importance of the master production schedul

29、e is the general situation, especially in small quantities and more kinds and there are several variants of the series. If particularly long production cycle of the product, such as 9 or 10 months, while annual production quantity and there were only a few, then the importance of the master producti

30、on schedule might not necessarily very obvious.In introducing the ERP development process, that we have briefly discussed the material requirements planning (MRP) of basic concepts, shows that it is a priority scheme, and must be a time sharing plans. It was the beginning of micro-planning phase of

31、ERP systems, is at the core of ERP. Main production program is planned to the end product, a product may be made up of hundreds of related materials, if combined, demand for all product-related, the number more. A material may be used in several products, different products on the same amount of mat

32、erial required and are not the same. In addition, different materials processing cycles or the procurement cycle, one with a different date. To make the date each item in required matching square away, meet the requirements of Assembly or delivery date, and not excessive use of inventory is not requ

33、ired, also consider reasonable production batches, management is impossible to make such large amounts of data by hand. This is manual management is difficult to solve the problem of shortages of materials and inventory. MRP is MPS demand expanded further, achievement of guarantee and support of MPS.