Case Study : Nissan Canada Inc.

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Nissan Canada Inc. Purpose This is a case study analysis on Nissan Canada Inc. (NCI) and its plan to move from a “make to stock” to a “make to order” process and the implementation of NCI’s Integrated Customer Ordering Network (ICON). Involved in the implementation of ICON, NCI is faced with several challenges in the conversion of its outdated ordering process to Manugistics, an Enterprise Resource Planning (ERP) system. (Hunter, 2007) Through analyzing the information provided in the case, the purpose of this paper is to identify the benefit and complications of implementing NCI’s ordering process (ICON, Manugistics) and provide recommendations of how NCI should move forward with its new system. Case Overview Dave Richardson, the Corporate Manager of planning at NCI, was given the task of assessing the benefits and constraints associated with the implementation of a new centralized vehicle ordering process in the ICON project. He determined the biggest issue the firm would face would be that the dealers might not understand the benefit of the new process and that the assembly plant and suppliers might view the new requirements as unreasonable or contrary to NCI’s cost reduction initiative, which essentially could be seen as a step in the wrong direction. (Hunter, 2007) Issues Facing NCI Currently the major issue in the vehicle industry was that car manufacturers were unable to accurately calculate and forecast customer demand. This led to an overwhelming amount of

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