Tektronix Case

Although all of above factors played very important role in the success of ERP implementation, the most important one should be the clear understanding of its strategic goal. Cisco did correctly to define themselves and realize the current problem and make plan

Pros. An ERP system is a necessary investment for Riordan because it integrates all departments and their respective functions across the organization into a single IT system (UMaine, 2009). There are three main benefits of ERP systems that directly address problems with Riordan’s operations. One benefit is a logical solution to a mess of incompatible applications currently in use by the organization. ERP also allows global access and sharing of organizational data as well. Additionally, implementing an ERP system will help the organization bypass the difficulties and expenses of replacing legacy systems (UMaine, 2009). An analysis of Riordan’s current issues with its Finance

Upon his arrival in 1993, Pete Solvik, the company’s CIO at the time was objected to the idea of implementing ERP because he termed it as being “mega.’ Also, the CIO wanted the company to stick to its traditional standardization mechanism that required the use of universal database architecture. At the time, the company was using a UNIX based system that could not support the unexpected growth. The system could only efficiently handle financing, manufacturing, and order entry functions (Austin, Nolan, & Cotteller,

Cisco Systems, Inc.: Implementing ERP [HBR case #699022] Reviews Cisco System's approach to implementing Oracle's Enterprise Resource Planning (ERP) software product. This case chronologically reviews the diverse, critical success factors and obstacles facing Cisco during its implementation. Cisco faced the need for information systems replacement based on its significant growth potential and its reliance on failing legacy systems. The discussion focuses on where management was particularly savvy in contrast to where it was the beneficiary of good fortune.

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).

The army’s goals establish a clear sample of developing implementation strategies, and the importance of identifying the ERP infrastructure components. To emphasize, it is important to identify the risks and impacts of a vanilla or customized system implementation. For this reason, some of the key goals and key considerations in the Army for using an ERP system were to eliminate boundaries, synchronize transformation between the institutional and operational army and identify opportunities to maximize the army at the enterprise level.

In 2005, Trinity’s focus was to plan on how to economically reduce controls and SOX related expenses without jeopardizing the valuable time spent on earlier compliance. One of the suggestions was to “invest in a company-wide, single-instance Enterprise Resource Planning (ERP) system that might reduce future SOX costs” (Schultze, 2011). Furthermore, “the ease in which controls could be modified or added being in one location was reason enough to consider the upgrade” (Denizon, 2008). However, the significant monetary and time investment to centralize their Information Systems (IT) was concerning. Then again, Trinity had already proven their ability to properly plan and carryout projects when tasked with challenges as was noted with their successful

▪ The Tektronix case is a timeless but extremely relevant case that beautifully captures the dilemmas, pain, and fears that most organizations went through in the 1990s and 2000s in the process of upgrading to ERP systems. Unlike Tektronix, several companies have failed in the implementation and a closer look at common pitfalls is essential to understand the key success factors.

ERPs are notoriously difficult and time consuming to install since they impact all areas of a business’s processes. Forty percent of all ERP installations are only completed partially and another twenty percent are complete failures resulting in a removal of the system (Yick, 2011). This leaves successful, complete, ERP implementations in the minority and NIBCO’s selection committee did not want to create additional opportunities to fail, especially with the data issues that were occurring with their legacy systems (Brown, DeHaynes, Hoffer, Martin, & Perkins, 2012).

In order to survive in this competitive business world, every business must produce or provide not only a better product or service, they must also provide better customer service, minimize their production costs and overhead costs, have a more efficient management system, a highly reliable infrastructure…the list is endless. Many of these can be achieved through a customized enterprise resource planning system (ERP). ERPs serve as “one comprehensive database to house all of [the company’s] corporate information” so that “when you enter new information in one place, the system automatically updates related information.” However, if these systems are not implemented correctly with the necessary change in management of people and technology

Implementing an ERP system is not easy and can be very challenging. Managers should be able to recognize and implement strategies to minimize risk, if they recognize the nature and magnitude of the risks they face in the implementation process, they are able to minimize the risks by employing project management and control strategies to address the challenges they face. There are some risks involved with ERP implementation, which involve technology, organization, people, and project size.

Although enterprise resource planning (ERP) projects are considered to be a risky investment for any organization, Keda had quite a number of reasons on why it decided to embark on ERP. The introduction of the Keda's silo-based model, as a way of encouraging a decentralized decision-making process, was actually affecting the performance of the Keda business. This was mainly due to the duplication of the identical processing tasks from different business units.

Cisco’s management team recognized that planning on ERP implementation would essential heavy contribution form the business community. It was not an It-only initiative.

With nary a harried glance at the shop floor when they set out to conquer the “Admin IT” market, the ERP slugfest left in its wake a veritable graveyard of small ERP’s & the MES vendors & system integrators

Enterprise Resource System (ERP) software has become an important component for today’s businesses in order to compete in the market. The key element of the ERP is to integrate and to share the information across the company firmly. Moreover it helps in reducing the cost of production and to let the top-level managers and decisions makers to make decisions easily.