Cisco Implementing Erp

Enterprise resource Planning (ERP) is any integrated cross-functional software that reengineers manufacturing, distribution, finance, human resources and other basic business processes of a company to improve its efficiency, agility and profitability.1 On an initial view, an ERP system appears to be the cure for any company’s issues. The installation of such a system offers an organization the opportunity to re-structure their procedures, to coordinate branches’ systems in other geographic locations, unify information and inspire employees via granting them permission to company information. Now these chances exist at heightened costs financially. There are also implementation horrors and labor issues with which must be dealt with. A

The IT staffs were certain that the existing SAP software will provide all necessary computer support. They believed that even if the SAP would not fit their business processes precisely, it may be an investment that provides greater long-term flexibility and better solutions to the company’s problem.

The challenge is some of the past development work was done by a consultant. We have option to scale the current work which is not an industry standard and end up paying more money and band aids fixes or develop a new program that we can design and manage for our future growth knowing future growth is inevitable. The risk of continuing the current information system program is low for now, but it will be a major replacement issue for the future growth that could cost the company millions and lost business opportunities. Developing a new information system program is a risky choice from time

Software and hardware systems are the main source of how companies are ran today. To remain influential in today’s markets, businesses must remain flexible, and technology integrated. The implications of not acquiring up-to-date technology may be the demise of a company as a whole. While remaining technology up-to-date can cut cost, and implement the highest productivity of a company helping insure satisfied customers. Business requirements thus, drive businesses to change the way production, and customer satisfaction is met.

In this type of integration, the software can be reused. Due to which the software development and maintenance costs are reduced which leads to a swift development of the business procedures. Secondly, utilization of this integration ensures user experience reliability across the portfolio of the applications. However, the flexibility is also increased by using this business process, as the ripple effects are reduced on a large scale when the implementation or modification takes place. It is also efficient to use where an organization can just plug and play.

While this is a good opportunity to build a business and has a lot of potential Ralph has hired an Enterprise Architecture Consultant to provide a solid Business Model which will allow for more consistency and will provide a foundation for more growth in the market. The Consultant will research the company, how it currently operates and will identify areas where business process standardization would provide benefits to the organization.

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

On the other hand, building own system can lead to very long and costly process, requires management commitment, and does not account for evolving requirements (Brown at al., 2012). As was learned from the case, JCSS went with purchasing decision which provides several advantages, such as quicker implementation with almost the same functionality than a custom-developed solution by David Mayer. Although, it has one major disadvantage such as the JCSS became more depended on DSI that could go out of business.

Cisco Systems, Inc.: Implementing ERP [HBR case #699022] Reviews Cisco System's approach to implementing Oracle's Enterprise Resource Planning (ERP) software product. This case chronologically reviews the diverse, critical success factors and obstacles facing Cisco during its implementation. Cisco faced the need for information systems replacement based on its significant growth potential and its reliance on failing legacy systems. The discussion focuses on where management was particularly savvy in contrast to where it was the beneficiary of good fortune.

The Riordan Industries corporate office has been performing a research project to consolidate their financial processes and production software packages. Not one of the three offices or corporate use the same system, which makes data collection, verification, and reporting difficult at best. They need to have a uniform business system throughout all the facilities, as well as procedures implemented in order to attain this goal of seamless data collection they are hoping to achieve. The customer will need to upgrade all their hardware in addition to their current software packages.

Today Enterprise Resource Planning (ERP) is extensively adopted by many organizations regardless of kind and size, mainly because it provides enterprise-wide view of information across all their business operations and help organizations achieve consistency across all their functional departments. The potential benefits of ERP system implementation include improved coordination across functional areas, increased efficiency, reduced operational costs, rapid access to information for decision making, managerial control and support for strategic planning.

For custom software development it requires major participation from the business team to define and train the development team about the process and workflow design. Even after all the great efforts getting all the required functionality would be challenging. With “Software off the shelf” business users spends some time initially to understand and define the new business process based on the current process. Once it is defined and system has been configured it would be easy to maintain.

ERP Implementation Babin Kunjappa Florida Institute of Technology Course: MGT5115 | Term: Summer 1 2015 Course name: Global Information Technology Management Professor: Dr.Nabie Conteh Date: June 19, 2015 ERP Implementation CHALLENGES, CHANGES AND BENEFITS OVER LEGACY SYSTEMS, AND CRITICAL SUCCESS FACTORS FOR ACHIEVING GOALS 1 1 TABLE OF CONTENTS Abstract .................................................................................................................................. 2 1.

In 1994, after a significant strategic planning effort took place, NIBCO Inc., decided to implement a plan to, “Go Live” with a new SAP program. (Brown, Dehayes, Hoffer, Martin & Perkins. 2012) The reasons behind NIBCO’s decision to implement and ERP System are those that are familiar to other companies who have made the same decision. One of the key conclusions from the strategic planning that led to the ERP implementation was that the organization could not prosper with its current information systems. (Brown, Dehayes, Hoffer, Martin & Perkins. 2012) They systems that they were currently using had evolved into a patchwork of legacy systems and reporting tools that could not talk to

Cisco rapidly grew from a start-up to $500M global corporation by January, 1993 when the case begins with Pete Solvick, CIO of the company faced with the daunting task of upgrading its transaction systems and data warehouse. Cisco had exponential growth through the 1990s, averaging at one point an 80% compound annual growth rate while also accelerating new product development and introductions throughout its direct and indirect sales channels. Systems outages were becoming more common as were product shortcomings due to the IT systems supporting key processes becoming faulty and only partially operating the majority of the time. Clearly Cisco had outgrown its current transaction processes and data warehousing infrastructure.