gains, and not having a sturdy business process. Zhu says, “In managing the enterprise, our most important task is to provide the needed information for every decision maker every step of the way in the decision-making process.” One of the challenges faced by Keda was not being able to keep track of the many “unique, individual parts” Keda sells. This leads to not understanding the profit or loss from a sale, nor which part of the product or the production process contributed to that profit or loss.
------------------------------------------------- Keda 's SAP Implementation Company Overview Keda Company Logo Keda was founded in 1992 as a small manufacturer of ceramics machinery in Shunde, China. At that time, the ceramics industry was mostly dominated by Europe. Hence, Keda modeled its business processes after them and enjoyed rapid growth in China during the 1990s. And so, with a successfully tested and proven business model provided, Keda flourished. In less than a decade, It became
KEDA History: - Founded in 1992 by Lu Quin with a small investment, a ceramics machinery manufacturer. They modeled their business after the European market leaders. By 2002, they got listed on the shanghai Stock Exchange, in 2009 they reported revenues of US$209M almost double the amount of 2006. Nature of Keda's business: - Their sales orders were typically characterized by customization, low volumes and high margins. Their business also offered plant design and technical consulting services
w rP os t S W11024 KEDA’S SAP IMPLEMENTATION op yo Terrance Fung and Professors Yulin Fang, Huaiqing Wang and Derrick Neufeld wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction