Advantages And Disadvantages Of Ip Implementation Of International Game Technology

The case shows the implementation of SAP ERP solution in NIBCO, a manufacturer of pipe and fittings, a mid-size manufacturer with about 3,000 employees and revenue over 460 million USD. The company

ERP projects are most definitely expensive and risky, nevertheless despite these potential costs KEDA decided to embark on its ERP implementation project in hopes of obtaining a high return on investment. One of the factors that led to this decision was the fierce competition of global and local competitors. In an effort to retain its position within the industry and combat the threat of other businesses, KEDA needed to evolve. Specifically, through choosing a new ERP system, KETA hoped that this strategy would improve operations and become a productive advancement to the structure of the company. Since the Chinese government stopped their support and the MRP-II couldn’t manage the multiple system operations, they had to seek out a new alternative.

This all relates to technology. When the technology is up to date it reduces process times and in the end it helps to create more profit for the company because work is done faster, customer needs are met in a timely fashion and there is less waste.

The current process takes too many hours to complete the required tasks, so the new updated system must be fast and efficient. All of Riordan Enterprise's locations will move to the new accounting and inventory system; therefore, it must also comply with the existing technology. "Companies are recognizing that not only is the aftermarket profitable, but it also can drive significant competitive advantage as a customer-service differentiator" (Kevin O'Brian 2005)

Having other support systems in place, such as for the supply chain and human resources, allows for management to effectively manage more business procedures online and reduce overall paper, gather better information for decisions and makes the organization to gain a competitive advantage (O & Marakas, 2008).

The ability of the systems to communicate between departments and support the manufacturing demands of the company is a huge advantage for the entire company. The new system would increase strategic processes for the different departments from planning to manufacturing to distribution to accounting by using the resources more efficiently. NIBCO would be able to identify discrepancies within their planning, purchasing, or manufacturing stages immediately. By decreasing redundant processes the firm is able eliminate waste in order to increase their profit. Another advantage for NIBCO was in establishing a timeframe in their strategic plan with a ‘go live’ date for the implementation of the IS system which meant that the company would be able to resume normal operations. A typical timeframe of installing a new IS system in a company typically occurs within a three to five year plan and NIBCO planned on having the software installed and operating within twenty-four months to limit the interruption for the

This is important because the same system is used in all working plants, monthly assessments and calculations will be done by employees to regulate and determine many factors. These factors include their reactions to the new system and the productivity and efficiency of the system. It is job of managers to provide the collective data to the consultants, who are responsible to evaluate and make changes that are required and necessary. Changes recorded will be reported back to the managers from them. Changes will be announced to their employees and a detailed feedback report about re-evaluation will be emailed after a week to the staff. The new customer information system will be successful as employees from every level are working together on a same

Foremost among these is that the ERP implementation efforts of many of their larger counterparts have resulted in partial failure, and in some cases total abandonment. Moreover, small manufacturers tend to lack the financial resources to adopt the entire system and may be forced to adopt a piecemeal approach to integrating the typically expensive ERP systems into their services. It is also felt that the lower staff levels in smaller enterprises when compared to their larger counterparts are inadequate for the rigorous and extensive IT training and development requirements for implementing an ERP project. It is however important for these firms to ensure that they make adequate studies of ERP systems before deciding to do away with them altogether because it has been found that they can be of use to the success of the business, especially after successful

The old adage considered it an error to enhance something that already works such as, if the system, plan, or method is working extremely well then there is really no reason at all to transform or modify it (If it’s not broke, don’t fix it, 2016). According to the article, It's Famous Last Words: If It Ain't Broke, Don't Fix It, stated that,” the digital age, if you persist with an inflexible IT strategy until something breaks, your business could break (Waterhouse, 2014).” Success and triumph comes from the organization rapidly marketing their offerings, how they form their IT services, and how much do they know about the essential roles that IT operates when it pertains to the renovation of the organization. In my opinion, I believe the

SAP provides businesses scalable and customizable solutions for all aspects of your clients' businesses, from production to marketing and Human Resources to finance reporting. Moreover, SAP products and applications will allow your clients to operate at peak efficiency levels, with better communication and faster decision-making. Therefore, the

In general, ERP systems are designed to standardize information entry and create data storage for information sharing across the organization. There are numerous advantages of ERP but skeptics argued on the fact that these advantages can be also achieved by simplification and lean production methods. IT systems could be effective and reliable in the long run but at the same time there is an uncertainty about whether it will align with the concerned business process. For instance, the ERP system implemented at the Korey plant to replace MRP system failed. Though it met the requirements of individual unit and enabled employees with wide range of

The system allows to company to modernize its strategies and processing more efficiently than its competitors

The facts have shown when changes are planned to integrate with the existing systems slowly replacing the outdated process with a more productive one the business functions do improve. IT

It might not be in the retailer’s best interest to perform such upgrade, as the new system will replace three of the existing legacy systems in terms of ordering and fulfillment. The IS department will perceive such upgrade as a radical move and is expected to show high resistance in response to it. Even though Zara has a decentralized decision making process, the retailer’s IS department exercises absolute autonomy on the IT infrastructure and design. The fact that “only one person had left the department” in the past 10 years further confirms that the retailer is suffering from cognitive and action inertia, and thus creating a huge barrier for such

3. Efficiency: Streamline your many and varied business processes, reduce manual activities and re-work, and tap into real-time information.