Archive for 四月, 2010

世博会还有3天就开幕了。问这个问题是否太晚? 
世博会真的那么重要吗?
今年的世博会与往届世博会相比很特别。老实说,我从来没有经历过以前在其他国家的博览会。直到上海申办世博会之前我从来没有听说过这个博览会。 
现在,媒体报道将它作为与奥运会相提并论的重要事件。是真的吗?我对此表示怀疑。我特别感到当政府官员一再指出,“奥运会不是政府主办的,只是民间活动,与08年奥运会只有20天相比 – 世博会持续时间是半年…."相当滑稽。 
谁为世博会买单? 
有很多版本的答案,可以肯定,当所有的预算和详细的明细账是一个秘密时这是不容易得到一个的答案。我只能列出我听到一些的“传言”。 
其中一个传闻版本是,中央政府为此而付出代价。我不太相信这个版本。 
另一个版本,所有的钱来自上海当地政府和世博债券,没有任何来自中央政府投资。这个版本似乎更有可能(从上海居民的视角出发)。 
免责声明:以下皆一家之言,非官方版本。
我听到很多人给出的理由,上海一定要通过举办这样大的活动获得更多的钱来进行本地建设,这也是上海唯一的方法可以用来增加本地的支出,从而使更多的税收留在上海地方,而不是上缴中央政府。目前的税制结构,上海作为经济中心,大制造中心,上海贡献了总税收收入10%以上,许多来源说占有很大的份额,但没有方法来验证此说法。 
这是一个好主意,以此为契机,建立地铁(看博览会前开通的11条地铁线),机场(2个新的航站楼),高速公路。这样,当成本上升,上海有讨价还价的权力,保持城市的税收更多的惠及本地。 
位置? 
世博会原定在黄楼地区,靠近浦东机场 – 靠近外环的某个地方。后来,这一计划被修改为当前的市中心位置。为了做到这一点,需要巨额资金迁移一个钢铁厂,造船厂。这些是上海作为重工业城市最后的印记,与政府而言。这个想法很简单,对于像上海这样寸土寸金之地,在市中心保留这样几个大工厂实在是太浪费资源了。 
世博会是一个完美的契机,所有搬迁的这些巨大的投资都可以算在世博会的账上,取得土地的建设准备,而大部分的地方都只是搭建的临时场馆。当世博会结束后,这些场馆不再保留。而这块空出来的土地!不,是新的金矿。 
宏观和微观层面 
虽然上海世博会的这些天的彩排和人山人海的景象有点令人失望),但是如果透过表面看,为什么上海坚持要大搞世博会? 
这是事关利益的一场博弈。

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从05年初至今,我一直坚持在MSN的SPACE里写BLOG.
从当初的惊艳到现在的失望,我觉得微软在SPACE这一块,越来越被新浪,开心网,甚至QQ空间边缘化了。
 

SAP AFS solution

Posted: 2010/04/14 in 杂货铺

星期一去美特斯邦威做presale.了解到他们正在实施的SAP项目是SAP AFS解决方案,很惭愧,我一开始还是他们是用的SAP的 retail 解决方案。

SAP Apparel and Footwear (SAP AFS) is the SAP e-business solution for the apparel and footwear industry. SAP AFS was developed in collaboration with renowned industry leaders to address the particular requirements of the apparel and footwear industry. The development of the solution was mainly focused on illustrating industry-specific processes based on the SAP e-business platform ,a family of solutions and services that empowers employees, customers, and business partners to collaborate successfully – anywhere, anytime.

SAP AFS enables you to benefit from the latest SAP technology and infrastructure enhancements. It is the obvious choice for companies operating in the apparel and footwear sector.

CHARACTERISTICS OF AFS

The apparel and footwear business is highly demanding, forcing companies to contend with constant challenges in a global business environment: there is relentless pressure on price, cost, and lead times. Trends are created overnight, and the industry has to rapidly adjust. Contract domestic and offshore production combined with global procurement processes create complex value chains that can be inefficient and difficult to monitor. Fashions often change quickly and without warning.In the apparel and footwear industry, companies must cope with seasonal fluctuation, proliferation of design variations,scant information about volatile demand that results in forecast
uncertainty, stock shortages, and costly markdowns.

Apparel and footwear companies today are increasingly assuming the role of coordinator for both internal and intercompany processes as their core competencies shift away from production and steadily move toward planning, controlling, and monitoring textiles in the value chain.

Multilevel division of labor and outsourcing have long been common practice in this industry. In the past, companies achieved their greatest cost-cutting potential by optimizing their production processes. However, the production of clothing and shoes can only be automated to a certain degree, causing the savings potential by these means to quickly reach its limit. The next step was to transfer production to low-wage countries, which in turn meant sacrificing high quality and transparency in the production process. Having production sites spread out around the globe has made supervision and monitoring of the production process more difficult, the transport routes longer and more expensive, and meeting confirmed delivery dates a perpetual challenge.

Areas such as product development, raw material and finished goods requirements planning, production planning, coordination and control, transport optimization and monitoring, and quality assurance are taking on more and more importance and therefore tend to remain at headquarters. As a result, the information flow and collaboration among partners in the textile supply chain (logistics service providers, textile manufacturers, contractors, agents, and so on) are increasingly more critical to the success of apparel and footwear companies. Fundamental changes and restructuring are taking place in the apparel and footwear market.

Seasonal Processing

Multi-Company, Multilingual, Multicurrency Processing

Advantages of AFS

Some of the Advantages of AFS in Sales Order Processing are as Follows:

  • Fast Order Entry
  • Credit Card Processing
  • "Mark For" Feature
  • Rush Orders
  • Value-Added Services

越过长城,走向世界

Posted: 2010/04/14 in 杂货铺

Across the Great Wall we can reach every corner in the world.

多动人的句子,出处如下:

中国互联网络信息中心(CNNIC)在网上发布了新版的《中国互联网发展大事记》。在该大事记修订过程中,技术人员首次核实并确认了我国发出的第一封电子邮件的时间和原文内容。确认的结果显示,第一封从我国发出的电子邮件“Across the Great Wall we can reach every corner in the world.(越过长城,走向世界)”,是北京市计算机应用技术研究所于1987年9月14日21时07分发往德国的。通过与德国卡尔斯鲁厄大学档案馆联系,CNNIC查到了这封邮件的打印件。

宿命啊,从第一天开始就注定了,互联网,走向世界可以,前提是你必须穿过长城。

以下来自麦肯锡的文章摘要,还是有道理的哦
如果营销商能够确切了解产品细节上的小小变动如何影响人们对它的反应,则往往能够以很低的代价释放出巨大的价值。本文将介绍四种不可缺少的应用工具。

1. 减少心痛:对于我们花出的每一元钱,支付的痛感应该都是同样的剧烈。但是,让消费者推迟付款的安排就能极大地缓解花钱的即时痛苦程度,提高买家的购买意愿。

2. 精心定位:许多餐馆发现第二贵的瓶装红酒非常受欢迎,还有第二便宜的瓶装红酒也是这样。购买前者的顾客觉得自己得到某种特别的东西,但又不至于太过分。购买后者的顾客觉得自己买到了便宜货,但又不显得小气

可惜我老了啊。

男怕入错行,女怕嫁错郎。

人生若只如初见

Posted: 2010/04/02 in 杂货铺
人生若只如初见,何事西风悲画扇?等闲变却故人心,却道故人心易变。
骊山语罢清宵半,夜雨霖铃终不怨。何如薄幸锦衣儿,比翼连枝当日愿。
—–清.纳兰性德
《木兰词 拟古决绝词柬友》
 
最近我看到王建硕推荐的《旅行的艺术》这本书, 其中一顿话说到 让我们在前往远方之前,先关注一下我们已经看到的东西。
虽然这本书的题目看上去像是讲旅行的,但是继续看下去细细品味,才发现这是一部关于生活和心态方面的。人生本来就是一场旅行,百年之后每个人都会去同样的目的地。所以不需要在乎目的地,一路上的风景和我们看风景时的心境才是最重要的。一花一世界,如果带着从容和欣赏的眼光,也许我们会发现就在小区里的花园,在周末的阳光下,和家人小孩一起也未尝不是一次心灵上的旅行。
从旅行想开去,我就想到了最开始的那句人生若只若初见,这其实是相通的,如果能有初见时的那种惊艳、欣喜。也许卧室到厨房,也是一次旅行。
珍惜青春梦一场,珍惜相聚好时光。