Cisco Systems,Inc: Implementing ERP : Case Analysis

2334 WordsSep 27, 201410 Pages
Harvard Business Case Analysis Cisco Systems, Inc.: Implementing ERP Management Information Systems 2014 SU – 18531 - MGMT 6352 Christine Nada July 30, 2014 Table of Contents Executive Summary………………………………………………………………….. 3 Case Synopsis………………………………………………………………………... 4 Strategy Analysis…………………………………………………………………….. 5 Problems in Business Processes and Operations…………………………………….. 6 Firm Based Value Chain Model……………………………………………………... 7 Model Application…………………………………………………………………… 7 Implementation Opportunity Analysis………………………………………………. 9 Implementation Effectiveness……………………………………………………….. 11 Conclusion………………………………………………………………………….... 11 References…………………………………………………………………………… 13…show more content…
The purpose for this part of the process was to generate a deeper understanding of the functionality of the software relative to Cisco’s needs. The team executed four phases of CRPs before approving the “Big Switch”. All of these decisions combined represent Cisco’s strategy in the ERP implementation project. The management team outlined clearly defined goals, selected a highly qualified team, established a strong partnership with KPMG, and promoted operational excellence through the use of CRPs. Problems in Business Processes and Operations The strategies mentioned above were designed to address the numerous problems that Cisco began to experience in the early 90’s. The company faces the possibility of internal destruction if it does not adopt an ERP system that has the capacity to handle its everyday operations (Chen). The UNIX-based software package initially used by Cisco supported financial, manufacturing and order-entry activities, but the company’s needs outgrew the existing program, and attempts to modify the application caused the deterioration of a once reliable system. The numerous modifications to the program caused a series of outages that were difficult to recover from, and eventually, a corrupted central database caused a two day shutdown (Austin). The system had become too customized, and Cisco needed a strong system with a huge capacity

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