Enterprise Resource Planning Implementation at Cisco

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

Although all of above factors played very important role in the success of ERP implementation, the most important one should be the clear understanding of its strategic goal. Cisco did correctly to define themselves and realize the current problem and make plan

The future direction of Enterprise Resource Planning (ERP) is being increasing defined by the needs of business units and divisions, less by the hierarchical requirements of IT departments. This transition is occurring with increasing speed and velocity, shifting the balance of political power in organizations to the line-of-business users, away from IT, while also drastically changing the architecture and platforms of ERP systems (Markus, Petrie, Axline, 2000). The intent of this essay is to define how ERP will develop over the next five years, also defining what ERP's development will mean for business and organizational models of public-service contractor companies and the U.S. Government. The essay will continue with prescriptive guidance of whether public-service contractor companies need to take a leadership or followership role with respect to the future of ERP.

His second area of focus was deciding which IT platform projects were of highest importance to the company. This he selected based on the reviews he got from the business functions. He picked three projects: Oracle ERP system upgrade, Enterprise Reporting and Business Intelligence Application and developing an e-customer customer database. These projects were believed to be the highest importance to contributing to the company’s growth.

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

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.

1. Cisco suffered from inertia when an attempt was made to engage business management in selecting software for their individual areas, and/or agreeing to participate in the ERP implementation project. List and explain reasons why management would hesitate to become engaged in the IT process/project.

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 entire case history revolves around enterprise resource planning (ERP). The Resort case talks about carefully structuring an IT system so that the IT program is well-matched to the company and corresponds to its offerings and needs. The case history provides us with an indication of 3 recommendations that can be employed in order to choose an ERP system that is most effective and helpful to one's needs.

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.

Whirlpool thought they were ready to go live with SAP until September 18, 1999. Whirlpool seemed to be making all the right moves, like dispatcher assignment, having centralized pricing, and vendor interfacing. Even the best laid plans don’t always work. Everything seemed to be going smoothly at first because there were only 1000 system users, once 4,000 users were on the system, performance deteriorated which lead to 4-8 weeks delivery delays to which some customer cancelled their order and went with a competitor. Whirlpool should never have gone live until they realized what impact the red flags

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.

This paper investigates the implementation of ERP project at FoxMeyer Drugs in 1993. The paper will identify lessons learnt from the failure of the project implementation. However a critical analysis of what went right and wrong will be carried out.

Anderson (2014) said “ERP implementations rarely fail in formulation; however, they frequently fail in implementation.” It does not in with just purchasing an ERP system. A well designed implementation plan is the company’s ticket to success. A well designed implementation plan addresses all potential bottlenecks like execution problems such as lack of training, attitude and participation of the entire workforce from leaders to staff, and member selection for the whole ERP project implementation team. An ERP project is