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NIBCO’s “Big Bang”: An SAP Implementation Carlin J. Murphy Columbia Southern University March 19, 2013 NIBCO’s “Big Bang”; An Sap Implementation NIBCO’s Inc. is a midsized manufacturer of values and pipe fitting headquartered in Elkhart, Indiana (Brown, Dehayes, Hoffer, Martin & Perkins, 2012, p.468). NIBCO had over 3000 employees and reported $461 million annual revenue. The company implemented SAP R/3 among its ten plants and four new distribution centers. Top management did not take the advice of their consultants concerning taking a slower approach instead of the BIG Bang approach, instead they decided to go along with Boston Consulting Group (BCG) to eliminate the legacy system and replace them with…show more content…
The project was conducted into four large phases, preparation, analysis, design and implementation. IS teams were capable of building scripting tools to assist with the project. NIBCO team members learned to apply an R/3 big bang implementation because IBM changed management approach was not ERP-specific. NIBCO’s also faced some problems implementing ERP SAP. According to Brown (2012), “The consolidation was not completed when the final project plan was presented to the Board by March 1997 the company had committed to consolidate from seventeen small DCs to four large ones” (p.476). The integration had to work or personnel would claim that the company was no better off. The company could be harmed because other company initiative was on hole. The company made a huge mistake not back filling positions because the company still had to maintain. The company should have held on to their expert personnel at least 60 days after the project was launched. In summary, NIBCO’s made the right choice in moving to systems they would support its organization needs. The company took ownership of their project. The organization needed an information system that they could prosper from, communicate throughout the different departments and assist in great customer service.
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