Nibco's Erp Implementation

The authors of “Why ERP?: A Primer On SAP Implementation” discussed the reasons of the successful installation in one facility and the failure in other. Regardless of the nature of the business SAP R/3 has been successful in many organizations such as Ohio plant. The system works very well in organizations that have multiple locations of operations, in” firms for which the change costs are small and in plants which require low flexibility and high centralization (Jacobs & Whybark, 2000, p.126). In contrast, there are many reasons that SAP R/3 might not be successful. SAP R/3 is not appropriate in firms with low turnover and low profitability. Additionally, in some companies manufacturing customized products, SAP R/3 are not appropriate. For instance, the Ohio and North Carolina products are not the same; Ohio’s is in mass production while the other manufactures customized products.

NIBCO has 100 years history and $ 400 million revenues. The main product is flow control like valves, fitting, and hangers so on. Compare to other same types of manufacturers, NIBCO wants to provide low price and differentiation of flow control products. In these days, the product quality is not only a requirement among the commodity markets. The value-added services also are good ways to attract more customers. However, when NIBCO wants to give value-added services to customers, the old system cannot suit their needs. The managers of NIBCO decided to use SAP R/3 implementation project, which helps them to deal with issues. From 1998 to 2001, SAP R/3 implementation has run smoothly in NIBCO. As a supply chain business processes, the

In 1994, after a significant strategic planning effort took place, NIBCO Inc., decided to implement a plan to, “Go Live” with a new SAP program. (Brown, Dehayes, Hoffer, Martin & Perkins. 2012) The reasons behind NIBCO’s decision to implement and ERP System are those that are familiar to other companies who have made the same decision. One of the key conclusions from the strategic planning that led to the ERP implementation was that the organization could not prosper with its current information systems. (Brown, Dehayes, Hoffer, Martin & Perkins. 2012) They systems that they were currently using had evolved into a patchwork of legacy systems and reporting tools that could not talk to

Because the managers understood the strong culture and history of the company, they structured the project carefully to create a change in thinking before creating a change in software. The methods they used to survey purchasing people, involve representatives from all areas of the company, understand the process, work with suppliers, and select an ERP provider to grow with company and its future needs. All of these components helped to reduce the risk of the project.

In 2002 congress considered legislation authorizing $47 million to help develop supply chain integration standards. Since the introduction of the bill to integrate supply chains, The legislation, The Enterprise Integration Act of 2002, was enacted to authorize the National Institute of Standard and Technology to work with major manufacturing industries on an initiative of standards development and implementation for electronic enterprise integration (H.R. 2733 (107th): Enterprise Integration Act of 2002). According to the case background readings setting supply chain standard will improve supply chain management. In this paper I will discuss how setting supply chain

In 2004, the company made a significant shift in strategy. Its new “Growth Plan” called for the

Expanding the business is looking at emerging products and also segments that need capital to help grow. This initiative is important to catering to more customers and increasing revenue. Many companies strictly look at acquisition at purchasing other companies. Although this is one type of acquisition you can also gain the competitive edge by hiring strategic employees that will give you the knowledge and passion for advancement. Currently at Garmin the company is always looking for companies that they might be able to acquire in order to continually having the competitive edge. Overall, I feel that this is a positive for the company in being resilient. When the company executes with these initiatives it will result in increased revenue. In addition, it give the company more diversification for the changing market. Lastly, the company will be preparing themselves for the future.

All this discussion comes under picture due to the malfunctioning of the legacy system. The company’s was growing with an annual growth rate of 80%. Also the rate for transaction in the company was increased drastically. Legacy systems proved to be a big failure in handling the load. Desperate efforts were taken in order to put the system in place, but it eventually leads to system crash. Finally, January, 1994 Cisco

The presence of standard processes within an organization assists in optimizing the product flow (Lambert 2008). The implementation of standard processes allows each area on the supply chain to share common knowledge and information in an effort to have the all supply chain participants strive to achieve a common goal. These processes place emphasis on the business as a whole, instead of only focusing on the end product. Lambert (2008) identifies the eight supply chain management processes as being:

The term Supply Chain is generally used to describe the all of the possible processes which are involved in the flow of goods starting with the raw material supplier, and ending with the customer. This includes the processes of manufacturing, distribution and transportation to the end user or consumer. Supply chain management not only involves all of the steps mentioned above, but also affects other company activities such as marketing decisions, fulfilling customer demand, and even general corporate strategy or goals. Managing a supply chain has typically been considered to be a complex and intensive process, and many methods have been developed over the years in an effort to deal with supply issues related to the logistics involved in the production and distribution of goods.

26) You have been asked to implement enterprise software for a manufacturer of kitchen appliances. What is the first step you should take? A) Select the functions of the system you wish to use. B) Select the business processes you wish to automate. C) Map the company 's business processes to the software 's business processes. D) Map the software 's business processes to the company 's business processes. 27) When tailoring a particular aspect of a system to the way a company does business, enterprise software can provide the company with: A) configuration tables. B) Web services. C) data dictionaries. D) middleware. 28) In order to achieve maximum benefit from an enterprise software package, a business: A) customizes the software to match all of its business processes. B) uses only the processes in the software that match its own processes. C) changes the way it works to match the software 's business processes. D) selects only the software that best matches its existing business processes. 29) Supply chain complexity and scale increases when firms: A) move to globalization. B) manage the procurement, manufacturing, and distribution functions themselves. C) produce products and

Before suggesting new initiatives for Air Products, this study will first discuss the company 's Supply Chain Management processes, processes that could be greatly improved by BPR. A business process is a collection of linked tasks that result in the delivery of a service or product to a client. A business process is also understood to be a set or activities and tasks that once completed, will accomplish an organizational goal. A business is an organizational system in which economic resources (input) are transformed by various business processes (processing) into goods and services (output). Business processes include marketing, developing, producing, and delivering products and services that support customers (O 'Brien, 2011).

ERP implementations are at risk to extensive cost overruns. Discuss Three of the more commonly experienced problems area.

Over the past decade, a common belief has been institutionalized in today’s society regarding organizational success. For a company to excel, it must strive to grow at all cost. In the short run this is applicable, however in the long run the concept of growth can lead to a decline. To remain competitive within in the market, it is essential that the company strategically plans this expansion without omitting any of the primary or secondary entities of an organization. Knowing how to manage growth, whilst standing by initial official goals, not only operative goals. Through the right planning, strategy and implementation, growth can have a prosperous outcome. (Daft & Armstrong, 2014)

Enterprise resource planning (ERP) systems have evolved since their inception and the evolution is expected to continue in the future (Cyret, 2017). With the evolution, new functionality, features and technology that extend ERP systems across organizations have