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眼镜零售业在全球任何国家都是一个较冷门的行业,美国眼镜零售业的全国产值只有约250亿美元,中国眼镜零售业的市场规模也就在150亿至200亿元人民币左右。小又冷门的行业在信息化的过程中,有相当大的难度。在中国,大部分的实施经验集中在生产体系,零售行业的信息化也才刚刚起步,IT行业内对眼镜零售业有咨询经验的基本上没有。在如此的大环境之下,宝岛眼镜勇敢地承担了第一个吃螃蟹的风险。 宝岛眼镜的执行董事王智民先生是个快人快语的人,作为本刊2002年度TOP50CIO的获奖者,他利用休假的时间撰写了这篇回顾文章,从一个CIO的角度,用台湾味道的语言,总结了宝岛眼镜实施ERP项目两年来的得失,文章里面没有废话,全都是实打实的经验和教训。
Optical retail industry in any country in the world are a less popular industry, the national optical retail value of the country only about 25 billion US dollars, the size of China's optical retail market also in 15 to 20 billion yuan. Small and popular industry in the process of information, there is considerable difficulty. In China, most of the implementation experience is concentrated in the production system. The informationization in the retail industry has just started. There is basically no consulting experience in the IT retail industry. In this environment, the island glasses bravely assumed the first risk of eating crabs. Mr. Wang Zhimin, executive director of Taiwan glasses, is a fast person. As the winner of 2002 TOP50CIO magazine, he wrote this retrospective article on the leave time. From a CIO's point of view, he used the language of Taiwan to sum up the treasure Island glasses ERP project implementation gains and losses over the past two years, the article there is no nonsense, all are real experiences and lessons learned.