Adopting SAP at Siemens Power Corporation
本文通过西门子电力公司采用SAP R/3的案例，介绍了企业资源规划系统采纳与实施中的决策过程，包括重组与软件选择、实施方式（大爆炸式或分阶段式）等关键问题。
This case describes how Siemens Power Corporation, a Richland, Washington, USA-based manufacturer of nuclear fuel assemblies, came to adopt and implement SAP's R/3 application suite, the world's leading enterprise resource planning (ERP) package. The case introduces the reader to the type of decision making related to an ERP adoption and implementation and provides some interesting examples of factors which may influence actual decisions and outcomes. Among other things, the case touches on the following issues: the relationship between restructuring (re-engineering) and software adoption and implementation, the choice of package software, the pros and cons of alternative implementation approaches (‘big bang’ versus ‘phased'), the selection of hardware and the value of consultants. By January 1999 Siemens Power Corporation's (SPC's) restructuring project was more than 2 years under way. To SPC's top management's great relief, the company had made major progress ever since SPC's German parent Siemens AG hired a consulting team to help SPC get back on its path towards profitability. In particular, the largest and riskiest of its individual restructuring subprojects – SPC's SAP R/3 implementation – seemed on the way to becoming a success.