Bombardier And Implementation

Has created some 9,300 jobs since 1992, and carries a 1.6 billion dollar payroll (1.2 billion US) Provides business to more than 5,200 Canadian suppliers At Bombardier, 90 percent of there revenues come from contracts outside Canada

The company researched in this report is Bombardier Canada. Bombardier has three headquarters; the Aerospace Administrative center is in Dorval, the Transportation Engineering site and divisional headquarters, and the Bombardier Inc. headquarters are both in Montreal (Bombardier Canada - Sites and contacts, 2014).

Brown et al., (2012) stated that responsibilities would be distributed among the triad as co-leads with each individual responsible for different aspects of the project, Wilson for technology, Beutler for business coordination, and Davis for change management. The co-leads met daily to coordinate efforts, discussed issues and made decisions together, so as to work together as one team in order for strategic plan to align with the business plan and continue to meet the strategic goal. The co-leads planned for every conceivable scenario that could happen along the path in implementing the new ERP system. Communication played a key role with the co-leads and the other project stakeholders. The co-leads communicated every issue and asked for input from the entire firm to ensure no process or step was overlooked so as to capture the processes in the planning stage. The project had management’s support as well as a project champion which assisted in positively encouraging management and the staff on the benefits and advantages of the new

Bombardier a Canadian transportation company is struggling to keep the company going, and the company reports to cut down jobs after decline revenue sales announcement. Bombardier seeks to the government for help in hope to get back into the competition with the aviation market. Bombardier is a leading manufacture transportation company that is specialized in aero structures and engineering services, being the maker of the latest trains and aircrafts. Bombardier the Canadian company has declared to lay off employees due to the lack of buyers in specific aircrafts market. Therefore, the lack of buyers has lead the demand for labor market and aircrafts market to decrease. One way for Bombardier to avoid a decrease in supply is to reduce the cost

Kumar, P. (2010). Successful implementation of ERP in a large organization International journal of engineering science and technology. Vol. 2(7), 3218-3224. Retrieved from http://www.ijest.info/docs/IJEST10-02-07-151.pdf

As a result of its acquisition strategy, Bombardier had a “textbook silo organization.” Bombardier’s strategy was to develop an ERP system to cross these functional boundaries. A high-level cross-functional scenario was developed. Five functional councils were established: methods, quality, production, work and material planning, and procurement. These functional departments established their own scenarios, and the leaders of each function met to integrate these scenarios.

1. Current Performance As of September 30, 2012, the total number of 138 units of CSeries100 and CSeries300 commercial jets are ordered, while it now expects the first delayed delivery before the end of next June, a delay that had been anticipated due to high performance milestones set by company .According to Pierre Beaudoin CEO ,company requires more time to meet certain CSeries program targets but others had been met and the company and its suppliers have "now fully harmonized all commitments to the program's schedule."

The reason behind NIBCO's decision to implement an ERP system is that the company realized that the architecture of the current information system was not sufficient in supporting the matrix and the cross functional organization structure that had been implementing by the company in 1996 (Brown, DeHayes, Hoffer, Martin & Perkins, 2012). NIBCO's expectations to benefit from the ERP system was directly associated with the reason why the company decided to implement the system. The organization realized the importance of upgrading its architecture in order to resolve the issue of the year 2000. It must ensure that the new information technology system is coordinated with the organization's structure. Further, the management expected that the new system would be able to integrate the organization's systems and provide support to the growth ambitions of the company (Daryl, 2002).

Muscatello, Small, and Chen (2003) state that ERP systems, when they are implemented effectively, can bring impressive strategic, operational and information-related benefits to those firms that adopt them. However, in such situations, a failure in implementation might bring about the financial collapse of the firm. They further state that in the modern world, most of the information about the failures and successes are based on reports that are made concerning ERP implementation in big manufacturing and service organizations. However, it is stated that those who sell ERP systems are now steadily turning their marketing sights on small and medium-sized manufacturers. It is because of this that Muscatello et al state that researchers have been given the opportunity to gather, analyze and disseminate information that will help these firms to

In 2014, the second year I contribute to the organization, we will launch a brand that has been planned for the past year. At the same time, I am entrusted to be in charge of one of the work programs in the business division that will be a container for launching the brand, namely convection. This is one of new experiences and challenges. I did a supplier survey and searched for a convection link for the product we were about to launch. At that time I thought, I should have a great link to bombardier brand we do can spread to many parties. I'm looking for cooperation with events. With all the efforts I have made, I managed to cooperate with two big events and become a vendor for all merchandise in the two events. In addition to the smooth launch

ERP implementation is unlikely experience that any company will have. It has to be planned prepared and stimulated from the entire stakeholder otherwise it will sunk the millions of dollar and it drain the companies market. In case of Nestle USA, it confronted a lot of difficulties due to improper implementation plan yet be able to recover as a successful project. Many organisations have gone through the similar situation that there are plenty of lesson to be learned. We can conclude that ERP implementation needs big consideration on business requirement, business process reengineering, stakeholder’s involvement, hardware and software and other units.

After reading the case study, there were many conditions which I think made the ERP implementation desirable for Bombardier Aerospace. As quoted in the case study by a senior project manager that ‘Organization has become a textbook silo organization’ because of its acquisition strategy. This particular quote is one of the desirable reasons as whenever Bombardier Aerospace acquired any company they adopted the data, process and the systems of each company and hence it was just like a textbook silo. The cost of information system ownership increased due to the increased number of systems. There were process delays, sequential

The problem presented by Joseph-Armand Bombardier is the upcoming third round of ERP implementation in his organization. Even though a big improvement over the efficiency and success of execution between the first ERP round (Mirabel plant) and second round (Saint-Laurent plant), there is still room for improvement.

The project was conducted into four large phases, preparation, analysis, design and implementation. IS teams were capable of building scripting tools to assist with the project. NIBCO team members learned to apply an R/3 big bang implementation because IBM changed management approach was not ERP-specific. NIBCO’s also faced some problems implementing ERP SAP.

Because Tektronix previously had problems implementing IT projects, the company was mindful that replacing their legacy systems could be a risky undertaking. Further, it was well-known that wide-scale ERP implementation would be a very costly endeavor. Consequently, Tektronix managed the risks of its ERP implementation by having a coherent, guiding vision entailing: 1) separability of the businesses; 2) leveraging shared services; and 3) staying as "plain vanilla" as possible.