Logistics Essay

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

The reason behind NIBCO's decision to implement an ERP system is that the company realized that the architecture of the current information system was not sufficient in supporting the matrix and the cross functional organization structure that had been implementing by the company in 1996 (Brown, DeHayes, Hoffer, Martin & Perkins, 2012). NIBCO's expectations to benefit from the ERP system was directly associated with the reason why the company decided to implement the system. The organization realized the importance of upgrading its architecture in order to resolve the issue of the year 2000. It must ensure that the new information technology system is coordinated with the organization's structure. Further, the management expected that the new system would be able to integrate the organization's systems and provide support to the growth ambitions of the company (Daryl, 2002).

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.

In general, ERP systems are designed to standardize information entry and create data storage for information sharing across the organization. There are numerous advantages of ERP but skeptics argued on the fact that these advantages can be also achieved by simplification and lean production methods. IT systems could be effective and reliable in the long run but at the same time there is an uncertainty about whether it will align with the concerned business process. For instance, the ERP system implemented at the Korey plant to replace MRP system failed. Though it met the requirements of individual unit and enabled employees with wide range of

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.

As a result of technological advancements, modern businesses seek new and improved methods of conducting their business processes. Systems have been designed to augment and manage core business functions such as production, accounting, procurement, and human resources. However, even with these systems in place, information is unreliable and inconsistent if they are on disparate platforms. Enterprise Resource Planning (ERP) software tackles this problem by integrating business processes into a centralized system.

Scholars from around the world have written for years on several common theses for why ERPs are growing in representation. Commonly, authors incorporate ERP platforms and

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.

On December 30, 1997, this so called “brutal” system implementation went live. The key decision makers involved in this implementation were:

Thank you for this opportunity to study your recent ERP implementation project and assess the value of the investment at this time. I will provide you a data brief of the current status, and I’ll offer guidance to propel you toward full realization of your investment.

Poor project management. This is highly evident in all three cases, specifically as it relates to budget management, schedule management, judgment and impact on the flow of the business. Where Hershey 's is concerned, the focus was on rolling out the new solution before Y2K, despite receiving recommendations to implement over a longer period of time. The project implementation team as well as senior management exercised poor judgment, especially given the fact that the new system would manage the entire flow of orders. The excessive spend on ECSS incurred by DoD took place over seven years, which is a clear sign that there was not enough importance placed on budget management. With HP, the company clearly indicated that the major reason for failed implementation was poor execution, which reflects badly on any project management team.

Gefen, D., and Silver, M. (1999). Lessons learned from the successful adoption of an ERP system. Proceedings of the 5th international Conference of the Decision Sciences Institute (pp.1054-1057), Athens, Greece.

look at the major vendors in the ERP market and how technology has changed the way

For our research project we interviewed subjects who work all over the globe with companies having millions of dollars in revenue. The subjects have worked extensively with ERP applications, implementations and maintenance with more than 5 years of working experience in this field. Out of these 5 companies researched, 3 of the companies are in the IT sector, 1 is a manufacturing company and 1 is an energy company. Hence, our report contains views covering various domains which implement ERP. All the companies use a streamlined business process which is built around customer requirements, company strategy and which use the company’s resources to the fullest potential. Electronic documentation is used as