高手请进.急求英语翻译

Question

很急的,谢谢各位了.
Online procurement (e-procurement) has been identified as the “… most important element of e-business operational excellence for large corporations.”1 An e-procurement technology is defined as any technology designed to facilitate the acquisition of goods by a commercial or a government organization over the Internet. E-procurement technologies—including e-procurement software, B2B (business-to-business) auctions, B2Bmarket exchanges, and purchasing consortia—are focused on automating workflows, consolidating and leveraging organizational spending power, and identifying new sourcing opportunities through the Internet. Future developments are expected to extend these technology models to create collaborative supply chain management tools.2 Not surprisingly, e-procurement technologies have been credited with providing significant benefits to companies who adventure into them. These advantages include reducing administrative costs, shortening the order fulfillment cycle time, lowering inventory levels and the price paid for goods, and preparing organizations for increased technological collaboration and planning with business partners.3 The relevance of these advantages suggested a rapid migration from traditional to e-based procurement models. Accordingly, just a few years back market analysts predicted that Internet B2B transactions—a subset of e-procurement technologies—would increase from approximately $600 billion in 2000 to over $6.3 trillion by 2004.4
Unfortunately, this tremendous expected growth rate has been revised downwards. Recent market observations indicate that the adoption and integration of e-procurement technologies into the business mainstream is occurring at a much slower than expected pace. One reason is the implicit association that investors have made between e-procurement
2
technologies and the business-to-consumer (B2C) models responsible for the Internet bubble. More often, the slow down has been associated with technology-related issues. A 2001 study by the Conference Board points to problems in the implementation side and concludes that “organizations are …finding (e-procurement) implementation more complex, more expensive, and more time consuming than they originally envisioned” and that consultants have been “widely criticized for overstating the business case for e-procurement.”5 Companies were jumping onto the e-procurement bandwagon without fully understanding the inter-organizational collaboration and network effects underlying these technology models, the investment required to move the right information from suppliers to employees, and the complexities of integrating these technologies with existing Enterprise Resource Planning systems.
bubble110姐姐,好像你的翻译是机译的吧?不是很通顺啊?第一次用百度知道,不知在哪里可以回复啊,只好在这里问了

Answer 1

网上采购系统(电子采购) ,已被确定为"扛 最重要的电子商务业务的卓越大公司. " 1电子采购技术,是指任何技术设计 便利获取货物的商业机构或政府组织在互联网上公布. 电子采购技术,包括电子采购软件中, B2B (企业对企业)拍卖, b2bmarket交流,以及收购财团都集中于流程自动化, 巩固和借力组织消费能力,并确定新的采购机会,透过互联网. 未来的发展预期将这些技术模式,以创造协同供应链管理tools.2不足为奇 电子采购技术,并已记提供很大益处公司探险者纳入其中. 这些优势包括:减少行政成本,缩短为完成周期时间, 降低库存水平,而付出的代价品 并准备组织更多的科技合作和规划partners.3业务相关的这些优势,提出了快速 移民从传统走向电子化采购模式. 因此, 短短几年,回到市场分析家们预言,互联网B2B交易的一个子集电子采购技术,将增加约600元 亿元, 2000年超过6.3万亿美元的2004.4不幸的是,这种巨大的预期成长率已向下修正. 市场最近的观察表明,通过整合电子采购,科技成果转化为企业的主流是发生在 比预期要慢的速度. 原因之一是隐联想投资者之间的电子采购2 echnologies和企业对消费者( B2C )模式负责任 对于互联网泡沫. 更多时候,就放慢一直与技术有关的问题. 2001年研究机构会议委员会2点问题,在执行方面,并得出结论说: "组织正在寻找末尾 (电子采购)执行更复杂,更昂贵, 更费时比他们原来想象的" ,顾问公司已" ,而广受批评拔高商业案例 电子采购. " 5家公司被冲往电子采购班车未经充分认识组织间的协作和网络效应,这些背后 科技模型,所需投资将正确的信息供应商,雇员 和复杂性,把这些技术与现有企业资源规划systems.6

Answer 2

网上获得(e获得)被辨认了作为电子商务操作的优秀的“…多数要素为大公司。” 1 e获得技术被定义成商务或一个政府组织设计的促进物品的承购所有技术在互联网。 E获得技术包括e获得软件， B2B (事务对事务)拍卖， B2Bmarket交换和购买财团集中于自动化工作流，巩固的和支持的组织购买力和辨认新的源头机会通过互联网。毫不奇怪未来发展预计扩大这些技术模型创造合作供应链管理tools.2， e获得技术相信了提供重大好处给冒险入他们的公司。这些好处包括减少管理费用，缩短命令履行周期，降低库存层和物品支付的价格，并且组织为增加的技术合作做准备和计划以事务partners.3这些好处相关性建议了从传统的迅速迁移到基于e的获得模型。 相应地，在2000年几岁月支持市场分析家预言互联网B2B e获得的交易子集技术从大约$600十亿将增加到超过$6.3兆2004.4
不幸地，这种巨大期望的生长率被校正了向下。 最近市场观察表明e获得技术的收养和综合化到企业主流里发生在慢慢地比期望的节奏。 一个原因是投资者做了在e获得2技术和
事务对消费者的含蓄协会(B2C)模型之间负责任对互联网起泡。 经常，减速同与技术相关的问题联系在一起。一项2001研究由会议委员会在实施边指向问题并且认为“组织…比他们最初构想了”发现(e获得)实施更加复杂，更加昂贵和费时，并且，顾问“为夸张企业事例广泛被批评了为e获得。” 5家公司跳e获得马车，无需充分了解强调这些技术模型的inter-organizational合作和网络作用，投资要求的从供应商移动正确的信息到雇员和集成这些技术的复杂与现有的企业资源规划系统。