...1. At the time of the case, why has SAP America grown so rapidly? What challenges have been created by the company’s explosive growth? Growth due to Strategic reasons: * They decide to remain a product company rather than converting to a solutions company which lead to creating a beneficiary ecosystem for itself as well as for its consulting partners * Targeted the top tier companies which were believed to rely only on mainframes, but by having a good sales force they were able to close big deals efficiently. * Focus on manufacturing related industries which gave them the chance to generate revenue by licensing the product and pricing on the Licenses was according to the usage of the client. * Main aim was to make their product the de facto industry standard so that they had large number of users and hence high revenue. Market Forces: * R/3 was way ahead in technology than any product in the market at that time. It gave clients the option to tailor the product according to their needs without changing any code. * The scope of R/3’s reach was massive, it was open architecturally thus giving a lot freedom to the client in terms of database, hardware etc. * The timing of the product release was perfect because re-engineering and process redesign was on the rise. Organizational Factors: * Sales force was better organized and were given autonomy so that they could close deals faster. * Every step of the implementation was worked out to...
Words: 1346 - Pages: 6
...Introduction SAP is a German multinational software corporation that makes enterprise software to manage business operations and customer relations globally. The company has been wildly successful in this business, such that they are considered to be the world’s largest business software company and the third-biggest independent software provider by revenue and have expanded business operations and productivity over the past 43 years. In this analysis, I intend to highlight a couple of problems with the company, as it pertains to innovation, apply Porter’s five forces and the concept of competitive advantage, and provide a couple of projections related to SAP by industry analysts for present and future indications. Primary Problems Related to Innovation with SAP 2008 - 2010 Early signals of turbulence began to appear at SAP in the years 2008 to 2010. Failures of the companies SaaS strategies were to blame. Primary problems with the innovation included adding too many features too soon, not really understanding how customers would use the technology together with their platform, and a cultural bias of SAP’s salesforce to sell on premise software only. This also caused a disruptive innovation, by disrupting an existing market and value network, displacing established market leaders and alliances. Additionally, causing frustration with middle management whose responsibility was to engage at the customer level. SAP competitor Oracle Corp, filed a lawsuit against SAP for malpractice...
Words: 1399 - Pages: 6
...Table of Contents 1.0 Introduction 2-3 2.0 Summary of case 3-4 3.0 Company Background 4-5 4.0 Issue 5 4.1 Overcoming staff resistance 5-7 4.2 Implementation of the system......................................................................8 4.2.1 Feasibility Study………………………………………………...8-14 4.2.2 Gantt Chart 15 4.3Managing Team Confilct 18-20 5.0 Conclusion 20 6.0 Bibliography 21 1.0 Introduction “It has never been a better time to be an accountant”, stated by a president of IFAC. (International Federation of Accountants , 2005) This is because accountants are recognized as contributing to every sector and aspect of the global economy. Accountants not only need to act as auditors, but also management accountants, business leaders, corporate financiers and business advisers. (International Federation of Accountants , 2005) This shows that professional accountant has great responsibility, not only toward the company itself, but also toward stakeholders and the public. Accountant must also act as project manager to take part in the project management activities in some organization. Nowadays, project management is a very important activity in the organization due to the changing environment. Organization need to cope with these changes by upgrade the technology used in the organization, introduce new products or revise their working practices. As a project manager, accountant will face some conflict that happened in the team. This is because...
Words: 5064 - Pages: 21
...free essay on "Ics Sap for Atlam" from Anti Essays, your source for free research papers, essays, and term paper examples. 2.0 Issues and Analysis 2.1 Issues 2.1.1 Implementation of SAP system Based on the case study, ATLAM need to upgrade its accounting system and the Finance Manager, Mr. Zulkifli Osman decided to implement new accounting system called SAP. But somehow, he had to reach an agreement with other top management and this decision had leaded them to some arguments about implementing SAP for the company. First of all, the argument is about the cost of implementing the SAP system. Compared to ACCPAC system, the cost of implementing SAP is higher and it might affect the company financial and non-financial information and their strategic implications in the long-run. Second argument is the annual license fee as well as the security for the system. For the internal control and their audit purposes, they need to allocate one ID per user. This can be related to the security for the system too. In order to access the system, user must have ID to access it. Therefore, it is going to cost them a lot. In this situation, it’s impossible for ATLAM to bear the costs since ATLAM’s cash flow as at December 2001 was at a deficit. The third argument is about the time constraint issue. Due to the time constraint, ATLAM need to implement SAP as soon as possible since the decision to upgrade the accounting system has been made. In addition, to implement the SAP for the accounting...
Words: 379 - Pages: 2
...Analysis on SAP Several feasibility factors that are important for the implementation of SAP were analyzed. A. Economic feasibility Economic feasibility is analyzed by identifying the financial benefits and costs associated with the implementing SAP. It is also commonly referred as cost benefit analysis. A new or renovated information system which is SAP allow complex segmental reporting, provision for integration of data, system maintenance and support were possible, audit points raised during procurement process might be resolved with provision of Materials Management Module. Thus, SAP could improve ATLAM to be more efficiency, speed and flexibility because can access data quicker and good for decision making. Besides that, the implementation benefit is the increase speed of activity and reduction on error because there is a segmental reporting such divisional profit and loss, variance analysis. Other benefits include the improvement of employee morale, broader societal implication, promote of ATLAM learning and understanding and more timely information. Meanwhile, the costs comprises of the development of SAP such implementation of SAP that cost RM5,000,000; new hardware that cost RM 1,000,000; training costs RM 1,272,550; and customization work RM 72,840. B. Operational feasibility For ATLAM, with the implementation of SAP, it can fit the business model in ATLAM and overcome the drawback of current system which cannot produce financial reports. In fact, SAP system...
Words: 2698 - Pages: 11
...habla do d e ir a Noru ega. La ma dre: So is tonte ares. Yo n o qui ero que via jéis. Voso tras no sap éis na da so bre el pa ís. El hi jo de l ve cino con oce un a chi ca que tra baja en Ver gen. No e s fác il. Del B La situ ación d e Ye sica y Ana stasio es m uy proble mática. N o tie nen tra bajo o alo jam iento en Esp aña, aun que acab an a i r a Es paña de sde Gre cia porq ue crey eron q ue ha y má s traba jo. Pe ro Esp aña n o ha y tr abajo a ca usa de la cris is econó mica. Aho ra h an bus cado trab ajo ca da dí a pe ro sin gr an éx ito. Está n desesp erado po rque no tien en di nero y tien en q ue dor mir en u n sop ortal. Yo pien so q ue ha n he cho mucha s co sas p ara sac ar trab ajo. Yes ica ha ma ndado 300 cur rículos y l o q ue es m uchos. L a ún ica co sa qu e h ay es qu e visi tar las ocu paciones a efe ctos de l os emplea dores pue den verlo s. Pued en emp ezar a estu diar tambi én. Pe ro yo cre o qu e a lo m ejo r es ca ro. E n el tex to 2 encon tramos do s chic as, Susa na y Sis sy q ue está n en Be rgen en N oru ega p ara trabaj ar. E n Ber gen limpia n y frie gan p ara gan ar din ero. Ga nan 18 eur os l a ho ra y traba jan tre s hora s al d ía. ¡E s ni siqu iera 150 eur os al me s en tota l! Ademá s de es o dic e un es pañol an ónimo qu e él trab aja cua tro o ci nco hor as pe ro sola mente re cibe s alario par a t res hor as. E s incali ficable, pe ro no sap en ha cer nad a. Lo s sind icatos noru egos ha n res uelto q ue lo s inmi grantes tien en per miso...
Words: 596 - Pages: 3
...According to the book “Why ERP?: A Primer On SAP Implementation” by Jacobs and Whybark, the overall situation can be summarized into three main parts. First of all, the novel introduces us with a manufacturing manager of a furniture plant called Billy. His boss, Mr. McDougle, who owns the company, wants to buy his brother’s furniture plant in Ohio. Virtually, Ohio plant has already implemented SAP R/3, and MR. McDougle desires to run the same software at both company in order to get efficiency. Consequently, Billy learns about EPR systems, and he has some considerations of its implementation. Moreover, Billy feels deeply that his plant is operating well with its existing software system (MRP). Then, as a result, Mr. McDougle sends Billy to an SAP training seminar. He attends it to learn more about the system and to decide whether this system is appropriate for the plant. Finally, Billy goes to Ohio to evaluate the SAP R/3 installation in use at there which works successfully, and to learn about how the plant works depending on a comparison between the two companies. He ends up with several concerns about transferring the software from the Ohio plant to his. Finally, Billy presents his final recommendations to his boss, and he gives some guidelines for how ERP systems should be implemented. He agrees that the system will be useful only in accounting sector to provide integrated financial statement at both plants. Mr. McDougle insists the ERP should be implemented as the system...
Words: 701 - Pages: 3
...SAP NetWeaver BI – Integrated Planning IM256 Exercises / Solutions MARC BERNARD, SAP LABS, LLC. KAREN COMER, SAP LABS, LLC. HARTMUT KÖRNER, SAP AG CLAUDIA PHILIPP, SAP AG INGO RAASCH, SAP AG Im256 EXERCISE 1: PLANNING IN A BEX ANALYZER WORKBOOK 1. Open BEx Analyzer Open BEx Analyzer as stated by the instructor. Go to the menu “Tools” ( Macro ( Security ->Trusted Publishers and mark “Trust access to Visual Basic objects”. 2. Open Workbook Click on “Open Workbook “. Connect to the system as stated by the instructor. Choose role "PM_BI70" from the pop up. Then choose folder "BEx Analyzer". Open here workbook "TechEd IM256 Sales Planning". [pic] 3. You have accessed the Sales Planning Workbook. You have accessed the Sales Planning Workbook. The Global Sales Manager has to plan the Sales figures for each country and the country managers plans for the different distribution channels within a country. At the moment you are in the initial status of the workbook. [pic] 4. This is a query view with 'Country' and the deviation between plan and actual data. This is a query view with 'Country' and the deviation between plan and actual data. The planning starts with -100% because there is no plan data yet. In this case -100% is displayed as (100)% [pic] 5. This is another query view with 'Distribution Channel' and 'Percentage Share Total Revenue (Plan) This query view displays the 'Percentage Share Total Revenue (Plan)'...
Words: 3234 - Pages: 13
...KAPIL SHARMA AND ASHUTOSH MUTSADDI Configuring SAP ERP Sales and Distribution ® SERIOUS SKILLS. Configuring SAP ERP Sales and Distribution ® Kapil Sharma Ashutosh Mutsaddi Acquisitions Editor: Agatha Kim Development Editor: Laurene Sorensen Technical Editor: Dheeraj Oswal Production Editor: Liz Britten Copy Editor: Kim Wimpsett Editorial Manager: Pete Gaughan Production Manager: Tim Tate Vice President and Executive Group Publisher: Richard Swadley Vice President and Publisher: Neil Edde Book Designer: Franz Baumhackl Compositor: Craig Johnson, Happenstance Type-O-Rama Proofreader: Word One, New York Indexer: Ted Laux Project Coordinator, Cover: Lynsey Stanford Cover Designer: Ryan Sneed Copyright © 2010 by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada ISBN: 978-0-470-40473-7 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken,...
Words: 176656 - Pages: 707
...Case study of ERP Topic:Compare SAP at TATA Steel and SAP at CO-OPERATIVE BULK HANDLING LTD.(CBH) Submitted to:Mr. Pradeep Kumar Date: April 6, 2013 Section: K1108 Roll no: B34, B36, B40 Index: 1. Introduction 2. SAP 3. TISCO 4. Implementation of ERP at TATA Steel 5.1 Problems occurred 5.2 Solution and implementation 5.3 Benefits 5. What change has occurred after the SAP implementation at Tata steel? 6. Sap at Co- Operative Bulk Handling ltd (CBH) 7.4 Problems occurred 7.5 Solution and implementation 7.6 Benefits 7. Comparison SAP at Tata steel and Co -operative bulk handling 8. References Acknowledgement Through this case study we get the opportunity to learn about the process of implementation of ERP so we thanks to all those who guided us and corrected us at each step in making of this case study and helped us for making successful and satisfactory completion of this case study. We are highly thankful to our subject teacher Mr. Pradeep Kumar for providing his active support, valuable time, guidance and sincere cooperation during the study and in completing the assignment of preparing the said project within the time. Lastly, we are thankful to all those, particularly the group friends, who have been helped us in creating proper and conductive environment and including new and fresh innovative ideas for us during the project. Introduction: Through this case study we...
Words: 2397 - Pages: 10
...Case Study Kraft Foods Implementation of SAP Table of Contents INTRODUCTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …. 3 INNOVATION………………. . . . . . . . . . . . . . . . . . . . . . . . . . . . ………………3-4 PEOPLE……………….. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .......5 STRATEGY………………….. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..5-7 SUCCESS………………………. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7-8 INTRODUCTION Kraft Foods was founded in 1903 by J.L. Kraft who began by buying cheese at wholesale markets in Chicago and then reselling it to local merchants in the area. Until 2012, Kraft Foods was primarily made up of three major businesses Kraft Foods, General Foods and Nabisco. Each of these businesses had gone through growth and mergers over the years and in 1995 the company was brought under the name of Kraft Foods and consolidated into one company. In 2004, Kraft Foods came to the realization that they needed one Enterprise Resource Planning (ERP) system to consolidate all of their business activities under one system for all locations within North America. Kraft Foods decided to implement SAP, which they had previously chosen for their manufacturing and distribution locations within Europe. SAP is a very popular ERP system that is generally used by large companies who are...
Words: 1824 - Pages: 8
...Problems with Fitter Snacker’s Sales Process Fitter-Snacker Case and SAP Configuration • Fitter Snacker has separate information systems for three functional areas: – Sales order processing – Warehouse management – Accounting • Sales transaction data is shared with accounting via periodic file transfers • Credit data is shared between accounting and sales via paper printout – High number of manual transactions leads to many opportunities for data error 4 Overview of Fitter Snacker • Fictitious Fitter Snacker Company produces two snack bars: – NRG-A: “Advanced Energy” – NRG-B: “Body-building proteins” • Fitter Snacker has two sales divisions: – Wholesale: sells to middlemen who distribute bars to small shops, vending machine operators, health food stores – Direct: large grocery stores, sporting goods stores, other large chain stores Sales Process • The Sales Process involves a series of steps that require coordination between: – – – – Sales Warehouse Accounting Receiving • Note that manufacturing is not generally involved in the sales process as NRG bars are usually sold from warehouse stock 2 5 Overview of Fitter Snacker Sales Process • Direct Sales: offers volume discounts to encourage large orders which are more efficient to process • Wholesale: charges lower fixed price because customer orders are already large (otherwise, the customer would be handled by Direct division) • Both divisions offer terms...
Words: 2501 - Pages: 11
...------------------------------------------------- Study on SAP Training Satisfaction of the Students ------------------------------------------------- A Research Paper Presented to The General Education and Accountancy Department In Partial Fulfillment of the Requirements for the Course in Research Submitted by: Ronel Katrina Kishia Marie Nyalyn Reymund Elmer Rennaly Ruby Angelica Mae Anne TABLE OF CONTENTS Title Page 1 Acknowledgment 2 Chapter I Introduction 4-7 Background of the study 8 Framework of the Study 9-11 Statement of the Problem 11-12 Significance 13 Scope and Delimitation 14 Definition of Terms 15 Chapter II Review of Related Literature 17-21 Chapter III Methodology 22-24 Chapter IV Presentation, Interpretation and Analysis of Data 25-32 Chapter V Summary of Findings, Conclusions and Recommendations 33-36 References 37-38 Appendices Appendix 1 Schedule of Expenses 39 Appendix 2 Letter of Approval 40-41 Appendix 3 Letter to Respondents 42 Appendix 4 Questionnaire 43-46 Curriculum Vitae 47-55 CHAPTER I Problem and Its Background INTRODUCTION Companies nowadays use systems that would help them streamline operations and improve their customers’ experience to enhance their competitive position and drive growth. By which the SAP or Systems, Applications, and Products in Data...
Words: 8954 - Pages: 36
...Assessment Activity 1. In your opinion, what decision option does IBM have in the case situation? • The main decision option on the case was to create a new business model that integrate all plants together and manage the same information. This will allow better management of the supply chain across all of its plants and quicker response in changes in the business environment. 2. What criteria are important to making this decision? • The first criteria that they need to consider on getting stated with the SAP was to define the cooperate standards for data, technical platforms and SAP implementation and tools. Also in what process areas would be implemented. • Second, they need it to create a team to implement PR2, they needed to consider the complexity due to the size of the plant and divided the implementation within multiple phases. 3. What implications and consequences does each of the options present? • The go live approach for the RTP production ramp down had some unresolved issues like; problems with the data DB2 data based, R/3 still being tested and end to end system testing was not completed. • The team had a very sort period of time to completed the implementation, under the time pressure exist the possibility of something going wrong, no meeting the deadlines and as a consequences a disruption of the project. • On of the implication was that in order for the PR2 to ramp up they had concentrated...
Words: 535 - Pages: 3
...6C HELP.FIBL Bank Accounting (FI-BL) SAP AG Copyright © Copyright 2001 SAP AG. All rights reserved. No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice. Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors. Microsoft , WINDOWS , NT , EXCEL , Word , PowerPoint and SQL Server are registered trademarks of Microsoft Corporation. IBM , DB2 , OS/2 , DB2/6000 , Parallel Sysplex , MVS/ESA , RS/6000 , AIX , S/390 , ® ® ® AS/400 , OS/390 , and OS/400 are registered trademarks of IBM Corporation. ORACLE is a registered trademark of ORACLE Corporation. INFORMIX -OnLine for SAP and Informix Dynamic Server Informix Software Incorporated. ® ® ® ® ® ® TM ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® are registered trademarks of UNIX , X/Open , OSF/1 , and Motif are registered trademarks of the Open Group. HTML, DHTML, XML, XHTML are trademarks or registered trademarks of W3C , World Wide Web Consortium, Massachusetts Institute of Technology. JAVA is a registered trademark of Sun Microsystems, Inc. JAVASCRIPT is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape. SAP, SAP Logo, R/2, RIVA, R/3, ABAP, SAP ArchiveLink, SAP Business Workflow, WebFlow, SAP EarlyWatch, BAPI, SAPPHIRE, Management Cockpit...
Words: 35242 - Pages: 141
