Successfully Navigating the Turbulent Skies of a Large-Scale ERP Implementation

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Successfully Navigating the Turbulent Skies of a Large-Scale ERP Implementation

February 2012

Summary Bombardier’s Background

Bombardier started in the year 1942 and went on to become a key player in the transportation industry. It entered the market of rail transportation in 1974 and 8 years later its desire to diversify led it to enter the Aerospace Industry. By January 31, 2007 Bombardier Transportation posted revenues of $ 6.6 Billion of which 55% came from Aerospace division.
The Aerospace division has headquarters in Montreal and is the 3rd largest designer and manufacturer of commercial aircraft in the world. Bombardier Aerospace believed that regional jet is necessary
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Problem/Issue Statement

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.
The focus is to identify the practices vs. the best of the best practices in the industry in relation to ERP implementation and offer specifics on how to make this third round provide a higher success rate.
Main Problem: The rollout of ERP at the Mirabel plant and then followed by the Saint-Laurent plant did improve, but still had their fair share of challenges. Our area of improvement will be from the results given after ERP went live at Saint-Laurent. The main problem appears to be still be a disconnect between the business vs. project team and properly communicating and training those who will be using the new ERP system (SAP in this situation). While the overall response was positive, not every issue from the Mirabel plant has been corrected and resolved.
Symptoms: A few symptoms mentioned was that specialized knowledge was concentrated in a few individuals, embellishing the scorecards to mask some of the issues, gaps in understanding of priority between project team and actual business, and finally some feedback on wanting SAP to have done more for an individual’s current job.
The scope of the problem involves the

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