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Although the world's big carmakers have had global reach for decades,
they have been slow to take advantage of low wages in China and India
to supply inexpensive parts to their assembly plants in Europe, Japan,
and North America. The OEMs neither trusted the quality of Chinese and
Indian components nor regarded the companies that manufacture them as
any more efficient than the reliable existing suppliers in
geographically closer countries such as Mexico and the Czech Republic.
As recently as 2003, China exported just $4 billion worth of auto
parts—mostly low-quality aftermarket items rather than
original-equipment components used in the assembly of cars.1

Yet auto manufacturers are now rapidly shedding their skepticism. As
domestic car markets in China and India took off in recent years,
suppliers there made such big strides in quality and efficiency that
the best of them are close to meeting world-class standards. Moreover,
for certain components, locations such as Eastern Europe and Mexico
are no longer as competitive as they once were. Meanwhile, cutthroat
market conditions are forcing auto manufacturers into perpetual
belt-tightening mode. They have no choice but to trim their costs
constantly, since over the next ten years the price of a base-model
car is likely to remain flat in real terms—even as carmakers add
expensive new features to entice consumers or to comply with tougher
government regulations.

A company that manufactures some five million vehicles a year could
lighten the tab for parts by upward of $10 billion

Carmakers are now racing to buy as many bargain-basement parts as
possible in low-cost countries and urging the same policy on top-tier
global suppliers, such as Bosch, Denso, and TRW Automotive, which buy
thousands of parts for the large preassembled modules they deliver to
final-assembly plants. The cost savings may be enormous: carmakers
could cut their parts bills by up to 25 percent. A company that
manufactures about five million vehicles a year could theoretically
lighten the tab by more than $10 billion annually.

Realizing these savings in practice won't be easy, however; buying
auto parts is more complex than snapping up cheap shirts and plastic
toys. Carmakers and their suppliers forge multiyear relationships that
are difficult and expensive to unravel. Over time, a host of shifting
factors, from exchange rates to rising wages, can turn what might
initially have looked like a great deal into a costly mistake. It is
therefore vital to understand how costs will evolve, so that today's
sourcing decisions look smart ten years down the road.
The sourcing challenge

Compared with companies in industries such as electronics and
textiles, carmakers and their parts suppliers face difficult
challenges in global sourcing. Auto parts factories often require
large up-front investments, which are usually paid off over the five-
or seven-year life of a typical car model. Suppliers frequently spend
the year or two before a car's launch refining the design and
production process of its parts. Once assembly begins, the carmaker
expects suppliers to find cost reductions through engineering changes
or manufacturing improvements. Even after retiring a model, the
carmaker often continues to buy replacement parts for old cars still
on the road. And many parts require expensive production tools that
can't be replicated easily or shifted quickly to rival suppliers.

Moreover, the carmakers' long-lasting relationships with their
suppliers mean that traditional ways of estimating components
costs—for example, comparing current wages, energy prices, logistics
times, and shipping fees—can be inadequate or misleading. Carmakers
should judge how these factors are likely to evolve and interact over,
say, five to ten years; otherwise, a 10 percent savings may later
balloon into a 10 percent increase.

One example of the way shifting conditions can quickly alter the math
of global sourcing comes from China's aluminum industry. In just a few
years, surging demand has transformed the country from a net exporter
into a substantial importer. This development drove up the average
price of aluminum on the Shanghai spot market to $1,428 a ton in
2003—23 percent more than the average price on the London Metal
Exchange. It might have a similar effect on the cost of many aluminum
car parts, from engine blocks to suspension components. In addition,
exchange-rate uncertainty is higher than usual as US pressure on China
to uncouple the renminbi from the dollar mounts. If, as many analysts
believe, a freely floating renminbi were to appreciate against it,
most of the anticipated savings from sourcing in China would vanish.

Judgments on which parts to manufacture in low-cost countries must
therefore be made carefully and without preconceptions. Conventional
wisdom, for instance, holds that labor-intensive parts are the best
candidates for sourcing in such locations, but this isn't always true.
Consider the massive metal-stamping dies that carmakers use to bend
sheet metal into fenders and other body parts. These dies are
manufactured using expensive metal-cutting machinery. Typically, such
capital-intensive work stays close to home. But the production of dies
is shifting rapidly from North America to China because
government-sponsored access to cheap capital allows suppliers there to
buy the machinery at low cost, and it is then operated almost
around-the-clock by the country's huge workforce. In this case, China
has transformed its labor cost advantage into a capital utilization
advantage as well.

Sourcing in low-cost countries can undoubtedly be tricky, but
carmakers have little choice, for chronic overcapacity and merciless
competition have kept a lid on auto prices in the world's main markets
for more than a decade. The inflation-adjusted price of the basic
version of one of Europe's most popular models, for instance, held
almost constant from 1999 to 2002. Yet during that period, its maker
dramatically upgraded the car's standard equipment by adding airbags,
antilock brakes, a more powerful engine, and sophisticated electronics
to help drivers maintain control when they skid. To remain
competitive, carmakers will need to reduce their components costs by
as much as 30 percent over the next decade (Exhibit 1).

Making the sourcing decision

As carmakers plan for the future, how can they negotiate their way
through this minefield of ever-changing cost variables and choose the
cheapest source for a bewildering array of parts? Which locations make
the most sense over the long haul: the carmakers' home markets, nearby
low-cost countries, or new frontiers such as China and India?2 A
sensible first step is to sort an automobile's hundreds of mechanical
parts into clusters based on characteristics such as the balance
between the cost of labor and capital, the importance of raw-materials
costs, and the technical know-how suppliers must have to produce the
parts.

Some parts are so bulky (fuel tanks) or so easily damaged
(windshields) that they can't be shipped long distances economically;
carmakers must source such items close to home. For the rest, we have
identified five main clusters: technically sophisticated parts whose
manufacture requires little labor, average parts, technically
sophisticated parts with high labor requirements, simple parts that
have a significant labor component, and parts whose cost is driven
chiefly by raw materials. Once a carmaker organizes its shopping list
in this way, each location can be evaluated according to the key cost
factors, including local wage rates, the suppliers' engineering
capabilities, and annual rates of productivity improvement. The
crucial final step involves predicting how various factors, such as
the ability of the suppliers to improve their productivity and the
quality of their parts, will change over a car model's five- to
seven-year life cycle—in each of the possible locations.

The results of such an analysis can be surprising (Exhibit 2).
Consider the example of a US carmaker looking to buy plastic radiator
fans, which cost only a few dollars. This is the kind of simple
component you would expect to be sourced from China or India almost
automatically. The truth is that added shipping charges and the higher
cost of doing business in these countries wipe out any savings from
outsourcing to them. For North American carmakers, Mexico is now the
cheapest place to buy this part, and it is likely to be the cheapest
place in ten years.

Nevertheless, savvy carmakers should plan for the day, a few years
off, when low-cost countries become competitive for certain
components. A German carmaker considering whether to buy cast-aluminum
engine blocks in India, for instance, would decide not to do so—at
least for a car model to be introduced in 2004. Engine blocks
manufactured in Eastern Europe are clearly cheaper at the moment, and
that isn't likely to change soon, because aluminum prices in India are
relatively high and unlikely to fall until new production capacity
comes on line toward the end of the decade. In addition, the
suppliers' capital costs and profit margins are higher there.

The picture is likely to look quite different for a new model brought
to market in 2010. By then, the price of aluminum in India should be
in line with levels elsewhere, and the cost of capital should fall
somewhat as liberalization and other factors push down interest rates.
The productivity of Indian suppliers is likely to improve at a much
faster pace than that of their counterparts in Eastern Europe—or
indeed in Germany itself—and this ought to help them cut their unit
labor costs and improve their capital efficiency. Meanwhile wages,
which will probably rise only modestly in India, are projected to rise
by up to 10 percent a year in Eastern European countries as they race
to catch up with their western neighbors in the European Union. A
similar increase occurred in Spain after it gained membership, in
1986.

Under these assumptions, by 2010 India will have a cost advantage for
this kind of part over both Germany and the countries near it. Despite
India's current cost disadvantage, a company might want to take the
long view, in hopes of reaping the rewards later on, by locking in
some high-quality Indian production capacity right now, at least for a
small part of the volume.

For some parts, by contrast, carmakers would be wise to move
production to China and India immediately and on a large scale. An
air-conditioning compressor valve made of machined steel is a good
example. Western European carmakers now pay about $7 for the part,
with labor accounting for about 70 percent of the cost. Thanks to low
wages in China and India, it obviously makes sense to have companies
there supply the valve; the savings are immediate even given the
likelihood that using suppliers in a distant location may involve some
higher costs, such as a 60-day cushion of inventory instead of the 14
days needed with a manufacturer close to home. Moreover, the savings
are likely to grow over the coming decade as labor costs in China and
India rise more slowly than those in Europe, Japan, and North America.
The way forward

Over the longer haul, carmakers can increase their economies from
global sourcing by adjusting their own processes and product
requirements to match the capabilities and characteristics of
manufacturers in China and India. When a company designs new models,
for example, it can adjust its engineering specifications in order to
increase the number of parts that can be sourced from low-cost
countries—for instance, by working around the suppliers' technical
limitations or replacing automated assembly processes with manual
labor. Complex components, such as brake calipers and their housings,
which are currently bought from suppliers as preassembled units, could
be broken down into single parts, some of which can be produced almost
anywhere. This approach must be executed in partnership with the
top-tier supplier, which would likely keep the responsibility for
final assembly and testing.

Companies can also reengineer parts to reduce their technical
complexity. One European carmaker found that Chinese and Indian
suppliers lacked the know-how to make a coil suspension spring. Since
bringing them up to speed would have been too costly and
time-consuming, the company's engineers redesigned the steel spring so
that it was easier to manufacture but still matched the original's
performance. They also opted for a high-heat process (rather than the
advanced cold process originally planned) because it was within the
suppliers' capabilities. These decisions yielded 20 percent cost
savings, even with customs duties and higher costs for investment,
shipping, and inventory.

Sometimes an even simpler change in the production process will do the
trick. Instead of using expensive automated assembly lines to machine
large parts such as engine blocks or cylinder heads, for example,
suppliers can rely on manual machining tools that require more labor
to operate. Because of low wage rates, the lower capital investment
more than compensates for the cost of the additional manpower.

Some carmakers take a different tack. In 1999 Toyota Motor, for
example, intervened directly to help several Indian suppliers of
steering components implement the Toyota production system. It sent
Japanese experts to teach Indian workers the techniques of lean
manufacturing, from smoothing out spikes in production volume to
error-proofing individual production steps. The results were
remarkable. Over the next four years, one ball-joint supplier cut the
number of defects from 1,000 for every 1,000,000 parts to fewer than
50—roughly equal to the defect rates of established Toyota suppliers
elsewhere. Over the same period, the supplier's labor productivity
increased by almost 50 percent (Exhibit 3).

The downside is that this approach incurs additional costs that eat
into the overall savings, since carmakers must establish permanent
local offices staffed with engineers and production specialists to
coach suppliers as they climb the learning curve. This expense is
difficult for many carmakers to justify; because of disjointed
accounting practices, it usually lands on the books of the engineering
department while the savings accrue to the purchasing department.

All in all, automakers must change their operations fundamentally if
the rush to global sourcing is to generate lasting value. Top
management should prioritize the product clusters it wishes to
evaluate, set aggressive cost-savings targets, and stick to them over
time. Purchasing departments will have a growing need not only to keep
experienced people on the ground in low-cost countries but also to
focus on developing the suppliers' capabilities rather than simply
haggling over prices. Furthermore, automakers will have to attract and
nurture talented local managers—a steep challenge given the number of
companies, in a variety of industries, fighting over a limited pool of
people with the necessary experience and language and technical
skills.

The shift to parts suppliers in low-cost countries will happen only
gradually as old car models are retired and replaced by new ones

Even the most committed carmakers will need years to wring the maximum
savings from global-sourcing initiatives. The shift to suppliers in
low-cost countries will happen only gradually as old car models are
retired and replaced by new ones. The pace will vary from one company
to another. Some of those with close-knit networks of suppliers may be
slow to shift contracts away from them. (Many Japanese carmakers will
fall into this category.) Moreover, the high cost of closing factories
and laying off workers in Japan and many parts of Europe will make it
hard to justify such moves. By contrast, the nature of the ties
between US carmakers and their suppliers may facilitate the shift to
low-cost locations as quickly as model cycles allow; already, Ford
Motor and General Motors seem to be pushing more aggressively to buy
more parts in China and India than are their rivals in Asia or Europe.
European carmakers appear to fall somewhere between their counterparts
in the United States and Japan.

In all three regions, political sensitivities about moving jobs
offshore may slow the trend, particularly for parts still manufactured
in the carmakers' home countries. But in the longer term, the
intensity of competition will prevent such considerations from
stopping the race to buy cheaper parts. Car companies that plan
carefully, move forward with deliberate speed, and adapt their
processes to suit the needs of low-cost suppliers will likely generate
savings that persist over time rather than slip away as conditions
evolve.
About the Authors

Markus Bergmann is a consultant in McKinsey's Stuttgart office, Ramesh
Mangaleswaran is a principal in the Mumbai office, and Glenn Mercer is
a principal in the Cleveland office.
Notes

1 When we speak in this article of global sourcing in the automotive
industry, we do not mean the sourcing of parts in a given country for
use in car plants there. (China's domestic parts industry is indeed
booming, along with domestic demand for cars and trucks.) This article
addresses only the purchase of parts in one country for use in the
factories of another.

2 We don't exclude the possibility that other countries, such as
Brazil or Vietnam, might emerge as low-cost options, but China and
India are likely to be the dominant players and thus receive the bulk
of our attention here.

I have completed my B.com(Computer Application),GNIIT,DIT,MCAD.In...
in SAP.What is the career prospects if I am a SAP consultant.Am i fit
to enter this carrer being a commerce graduate but I have learned all
the languages and technology like java,j2ee and mastery in .Net.Please
Suggest me for a good training centre and Course Cost.I am not highly
financially fit tell me the best way to achieve it.What are the
beniefits I am going to get if I am a SAP consultant and what will be
the Salary package for a SAP consulatnat both fresher and Experienced
person.

There is a lot difference while comparing an individual programming
language like Java, C++, VB… and an ERP packages, ERP are designed
based on domains for example Oracle for financial. For coding and
development in that particular ERP they may be used different/
respective programming language, but SAP has not restricted to
particular domain like others [Oracle, BAAN, PeopleSoft…] that is the
reason why industry pioneers are turning towards for one stop solution
for their business needs and the cause for requiring more SAP
developers/ functional guys.



Again there is a difference between a developer and functional peoples
in SAP. As a developer you has to work on code where as functional
people involves less in coding and more in customizing/ defining
business flow.



In SAP we have different modules like Sales and Distribution (SD)
Material Management (MM) Financial (FI)… it’s up to you which module
you have to choose and get the training course according to that. As
per your studies background i can suggest to go for FI-CO. Well once
again remember that learning SAP is gaining knowledge on domain, with
out a domain knowledge it is very hard to understand the document flow.
That is the reason why recruiter’s need only experienced not a fresher.



If am not wrong, as a fresher think about the career, reward and
packages will follow with your hard work :) I wish you all the best.

It really helped but I am interested in programming can U tell me about
programming language I have to learn so that I can stick on the
technology for future also

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First Service-Enabled ERP Solution Leverages Enterprise SOA to
Synchronize Delivery of New Functionality with Customer Adoption
Patterns



LAS VEGAS - September 12, 2006 - Delivering on
its commitment to help customers experience the business value of
enterprise service-oriented architecture (enterprise SOA), SAP AG
(NYSE: SAP) today announced that it is evolving its product release
road map for mySAP™ ERP. Moving forward, all new functional
enhancements to mySAP ERP through 2010 will be made available as extensions to mySAP ERP 2005 in a series of optional enhancement packages, eliminating the need for customers to continually upgrade their systems to take advantage of the newest technology and business process innovations from SAP. ..........

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Hi All,



I am very new to SAP. Just been 3 days into learning SAP, but I have
been given a task to do...please help me out.I have to discover all

the SAP systems present in my organization (System Landscape). Also, I
have to get the information about the SAP application components
installed in them, for instance CRM, SRM etc. Then I need to categorize
the systems according to the SAP application components.For instance,
CRM - s1,s2; SCM - s3, s4..etc. From my research I found that CCMS and
SLD are 2 central repositories that contain such information (not sure
though). However, for CCMS the remote repositories have to register
themselves initially. What if one or more of them have not registered??
I somehow want to get the fool-proof information regarding all the
systems whether they are registered or not. Also, is there any way I
can view these System details on the SAP GUI?

Any ideas or suggestions regarding this please???

Thanks in advance!!

The System Landscape Directory of SAP NetWeaver (SLD) serves as a
central information repository for your system landscape. A system
landscape consists of a number of hardware and software components that
depend on each other with regard to installation, software updates, and
demands on interfaces.



Note



Bear in mind that the abbreviation SLD is not intended to define a
product, since the System Landscape Directory is part of SAP NetWeaver.
This abbreviation is only intended to improve readability.

Integration



The figure below shows the flow of data between the SLD and other components.



This graphic is explained in the accompanying text



Information in the SLD is used by various SAP tools, for example, for
planning and performing upgrades to the system landscape (Software
Lifecycle Manager of SAP NetWeaver), finding destination information
for ABAP systems and Web services (Web Dynpro), and for maintaining
development information by the SAP NetWeaver Development Infrastructure
(NWDI).

Features



● The SLD stores information about all installable and installed
components of a system landscape. It is based on the standard Common
Information Model (CIM). The CIM standard is a general, extensible
schema for describing the elements in a system landscape. SAP has
enhanced the CIM standard with classes for SAP-specific content.



● SAP provides both a Web-based user interface (UI) for interactive
access and client APIs for programmatic access in ABAP and Java.



● SAP provides information about installable SAP software, dependencies
and recommended scenarios and regularly publishes updates on SAP
Service Marketplace. You can browse this information in the software
catalog views. You can also manually add information about third-party
components to the SLD.



● SAP software components that are installed on technical systems are
registered automatically and on a regular basis in the SLD. Thus the
SLD always contains up-to-date information about the installed system
landscape. You can view this information in the technical systems
views, and can aggregate and group it in the landscapes views.



● In addition, you can use the SLD for name reservation in the NWDI. It
contains the master list of all reserved names used in development,
such as development component names, Java package names, and database
object names.



● The Exchange Infrastructure (XI) uses the SLD to store information
about business systems, which are logically connected to technical
systems.

Additional Information



Caution



If you are reading this documentation offline, bear in mind that this
might not be its latest version. You can find the latest version on SAP
Help Portal at help.sap.com ® Documentation ® SAP NetWeaver ® SAP
NetWeaver 2004s ®SAP NetWeaver Library ® SAP NetWeaver by Key
Capability ®Solution Life Cycle Management by Key Capability ®Software
Life Cycle Management ® System Landscape Directory.



For more information about different landscape scenarios, see SAP
Service Marketplace at service.sap.com/sld ® Media Library ® Planning
Guide – System Landscape Directory.



For more information about the post-installation configuration of SLD,
see SAP Service Marketplace at service.sap.com/sld ® Media Library ®
Post-Installation Guide – System Landscape Directory.







See also:



Regular Administrative Tasks



Configuring Systems to Connect to SLD

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I have started my career as MIS graduate with one of IT companies. I was trained for one month to be SAP ABAP programmer. After months with that job, I have joined another company as SAP Payroll Administrator. My main task is to work as SAP end user to perform the following activities:
* execute monthly payroll and all pyroll related payments
* extract SAP payroll related reports
* maintain SAP pyroll records
* process merit increase
in addition, I perform adminstration activites like verifing employees' expense claims.


I think this kind of job does not need MIS guy. what do you think?

I have the feeling that I am overqualified for this job and it is better for me to be SAP techniqal guy rather than SAP end user and adminisatarotor. What do you thisnk?





cognitive...
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I agree, you are overqualified for this job. What you are describing seems like a human resources type job, which rarely require any education. You would be bored and underpaid. I would definatly try to find another programming type job ASAP!

　　1996年，箫紫怡才开始接触游戏，按照她自己的话说，那个时候与其说是玩游戏，但不如说是看别人玩。当时紫怡的年纪还很小，对很多新鲜事物都比较感 兴趣，第一次玩游戏是看他哥哥玩游戏的时候，自己也忍不住上去试了一下，从那次以后才算真正的接触到游戏，从最早的红色警报开始，她慢慢的与鼠标和键盘打 上了交道。有谁曾想到这样一个年纪轻轻的漂亮妹妹，最后会在激烈的电子竞技的对抗中，炫出自己的风采?

　　千禧年，紫怡带着对未来无限的憧憬来到了重庆，一天她走进网吧，看着旁边的人都很投入的玩着同一个游戏，紫怡看了整整一个下午，其 实她一点都没有看懂，不过她认为绝对很好玩，有个人问紫怡:“你也玩这个游戏吗?”紫怡带着一丝羞涩连忙摇头，好奇而无奈的说:“我根本不会这个，只是看 看，这个是什么游戏呀?”那个人很诧异的说:“星际啊……”就这样，紫怡记住了这个游戏。一个偶然的机会，紫怡到隔壁的一个弟弟家串门，她看见了那熟悉的 画面。缘分吗?紫怡笑了，说实话，她也不知道自己想学习星际的理由，不过这个弟弟却很乐意教她玩这款游戏。简单的拜了师傅，紫怡就这样开始了她的游戏旅 途。谁曾想到，这么一个偶然的开始，使得紫怡从此和电子竞技结下了不解之缘。

　　这年的9月，紫怡和她的小师傅进入了同一所学校，他们两个经常趁吃午饭的时间到网吧坐坐，而这两个小时的时间当然是留给星际的。就 这样，紫怡和她的弟弟成了网吧的常客，也就渐渐的认识了很多玩星际的同学。虽然网吧里打星际的人很多，但是只有紫怡一个是女孩子，所以就有好多人来找她切 磋。虽然那时候紫怡自己已经感觉还可以，可是她在高手的眼中还算是“菜鸟”，简直是不堪一击，于是紫怡天天回家就拽着弟弟一起苦练，那时候她也不知道哪里 来的热情，经常一练就到凌晨三四点。随着时间的流逝，紫怡的星际水平越来越高，虽然还有不少人来找她切磋，但是他们眼中的轻蔑早就被尊敬和欣赏所代替 了……

　　随着水平的提高，紫怡的星际圈子也就随之越来越大，2000年底的时候，在朋友的帮忙下她第一次接触到了BN(战网)。和网吧的狭 窄与拥挤不同，战网的纷繁和绚烂使得紫怡一下找到了大舞台。加倍的努力和天份让紫怡在战网不断成长，而这个时候，战网的朋友把她领到了无数星际玩家心中的 圣地:8DA论坛。在这里，星际已经不是一个简单的游戏了，而是一种让紫怡深深陶醉的文化，一些曾经靠感觉完成的操作和战术，因为有了高手的指引而变得清 晰。如果说网吧是字帖，那么战网就是字典，而8DA论坛，就是星际中最最全面的百科全书了。在论坛上的一次次激烈讨论中，紫怡的意识和战术水平又一次得到 了很大的提高，经常在论坛上发表见解让越来越多的人认识了她。2001年，在一个朋友的邀请下紫怡第一次到现场去观看比赛，这个比赛就是2001年的豪门 之宴——WCG，比赛的精彩不用多说了，关键的收获是在大会的间隙，她又认识了一个赫赫大名的星际美眉——enya。那时候的enya正在为组建中国第一 支女子星际战队而奔波，常常被寂寞萦绕的紫怡，就这样在KK(全国最大的女子星际战队)找到了自己的家。

　　在2001年的WCG中，紫怡另外一个收获就是发现除了自己所钟爱的星际以外，还有另一款游戏吸引着她的眼球，那就是CS(反恐精 英)。紫怡从小的性格就很象男孩子，因此她很喜欢枪械之类的东西，看到那些激烈的战斗场面，不知道怎么就让她想起了儿时和小伙伴们一起打玩具枪的童年，紫 怡眼中的CS和别人的不一样，他们是为了刺激或者挑战，而紫怡则是在找寻儿时逝去的梦。之后，只要有CS比赛她都会去观看，她渐渐的沉醉在那样的氛围中。 终于，紫怡在一次网吧对战中认识了CQF战队的朋友，CQF的队长当场邀请紫怡加入CQF战队，她很高兴的答应了。在CQF队友们的帮助和指导下，紫怡开 始学习怎么玩CS，当时CQF的训练都很喜欢到立渝网吧，虽然那里离紫怡家里那很远，但是紫怡从不缺席，因为她喜欢和大家一起获胜后欢呼的感觉，那是发自 内心的快乐。在2001年10月，紫怡和CQF的另一个美眉队员，也是重庆当时一位出色的CS-MM:COCO，一起组建了国内第一支CSMM战队— CQF-MM。在12月的时候她们还第一次去参加了网通举行的CS比赛，虽然往事过去很久了，不过紫怡还是记得那么清楚。当时CQF-MM队的COCO、 WEIWEI、74520和MTV还有紫怡，为了参加这次比赛，训练得很刻苦，很投入，CQF派了队员来专门指导她们每天的训练，教她们战术，怎么站位， 怎么跑位，怎么支援。想起那段日子紫怡就不禁笑了起来，当时CQF其他的男队员甘心做她们练习的“活靶子”。虽然最后的成绩并不是很好，但用紫怡自己的话 说就是:“参与了就是快乐的。”

　　2002年，因为一些原因，紫怡不得不做出了一生中都很难做出的选择，含泪离开了挚爱的CQF而加入到了当时重庆第一的C4战队。 当时的紫怡很舍不得CQF这个大家庭，因为这里有她曾经一起并肩战斗过的队友，曾经一起为胜利而欢呼过的朋友，可是，紫怡还是要离开了……当时那种矛盾的 心情让紫怡的情绪跌到了最低谷，弥漫着颓废与失落，不知道该怎么走下去。不过来到了C4战队以后，她突然发现与来之前所预料的完全不一样。也许在MM里面 紫怡算是很强的，和男孩子一起训练和比赛，完全和以前想的不一样。初来乍到的客气以后，和其他队友之间的差距，让紫怡做出了选择去MM战队的决定，重新开 始，证明给他们看，女生不一定会比男生差!!加入网上很有名气的MM战队后，紫怡渐渐的让自己踏实下来，用努力的训练，用时间来弥补自己经验的不足。

　　2005年，紫怡开始接触了又一款风靡全球的电子竞技游戏，魔兽争霸——寒冰王座，一如既往的用以前玩星际和CS时的认真和执着， 在魔兽冰与火的时间中穿行，以至连大名鼎鼎的Soho、Magicyang、郭斌等等一线高手都可以随时被她“抓”来陪打练习比赛，紫怡人气之高就不难想 象了。这一年紫怡不仅在游戏水平上突飞猛进，还在ESWC电竞宝贝2005年度选美大赛上获得反恐精英单项冠军，并荣获CS宝贝称号。我们祝福她在以后的 电竞之路上能够一路顺风。用她的原话说就是:“我不会让韩国人来蚕食中国电竞最后的精神。”

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