Memorandum__________________________________________________

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To: Carl Neun, CFO of Tektronix Inc.
From: John Smith
Subject: Using what we’ve learned in ERP
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Date: March 1, 2012
Introduction
Tektronix is a world leading manufacturer in electronics, which has operations separated into 3 divisions: Measurement Business Division (MBD); Color Printing and Imaging Division (CPID); and Video and Networking Division (VND). All are essential to successful business. However each has a certain magnitude. Tektronix wanted to increase invisibility in all aspects of manufacturing and deliveries.

Where Tektronics is Now
Tektronix initiated an immense overhaul in its operations in all of their divisions. Tektronix’s goal was to simplify its business processes across the globe. Before its overhaul, each country and each region was different from one another, each with its own communication, technology availability, and flexibility obstacles. Tektronix launched a massive campaign which lasted almost two years and cost $55 million, but was able to create a “plain vanilla” business process, where most aspects were standardized and created a system where all orders could be tracked in near real-time.
The Overhaul Process
Tektronix employed Oracle as its choice of ERP system with little examination in other options. They employed the Asis Consulting firm to aid in their implementation. Asis was comprised of former Oracle employees, and they ensured Tektronix that Oracle was best able to supply the right aspects to achieve Tektronix’s goals. Asis suggested using a “wave” technique to implement this system among all three divisions. One division would implement Oracle, and after this integration was complete the next division would begin its implementation process. This would allow for improvements to be made to each step of the process based on experience of previous steps. Tektronix also disregarded the budget in order to stay on task with its deadlines. They believed that employing extra resources in order to stay on schedule was, in the long run, much cheaper than trying to save money up front.
Optimal Performance
In looking back to Tektronix’s world-wide integration of an ERP system, there were many aspects to look at to see which was most effective. We believe that the process that made this most successful was the “wave” technique, which allowed room for improvements along the way. This also allowed for continuous victories, instead of one giant, successful implementation. Multiple victories are a great way for companies to boost employee morale.
Conclusion
Tektronics was able to successfully integrate all aspects of its company globally. This was one of the most expensive and most successful ERP system implementations in history. With its strong drive and hard working employees, Tektronix is set to be successful for many years to come.
ktronix