detailed information about the reason why Craven Books was having issues on the implementation of the new information technology system which should help to improve the performance of the business. Other than that, the implementation of this new information technology system nearly makes Craven Books face bankruptcy and lost many customers. In this paper, 3 issues that lead Craven Books faced failure in the implementation of the new information technology system will be chosen to discuss in detailed
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| Implementing Deacom Successfully | | 5/29/2012 | Doris Devers Doris Devers Implementing Deacom’s ERP system successfully requires a lot of planning to insure that the new system meets all current requirements of the business. The Deacom system has many components that focus on internal areas like operations, financial management and external areas like customer relations and supply chain management. The new system will enable Kelley to increase efficiency, manage cost, increase
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Phase 1: SAP ERP Central Component 5.0, SAP NetWeaver Process Integration (SAP NetWeaver PI), SAP NetWeaver Portal, SAP Supply Chain Management (SAP SCM), SAP Solution Manager, SAP NetWeaver Business Intelligence (SAP NetWeaver BI), SAP NetWeaver Composition Environment (SAP NetWeaver CE) Phase 2: SAP Customer Relationship Management, SAP Advanced Planning & Optimisation Production Planning and Detailed Scheduling, SAP Transportation Planning and Vehicle Scheduling Implementation Highlights Rollout
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one went out of business soon after SchmidtCo aqcuired their product. increased volume and complexity of distribution, an independent consultant enhanced their original system which has many limitations and requires a lot of manual work Late implementation, over budget, and bad qualtiy 2. DTech is mainly used in Europe / only 15 systems have been installed in the U.S 3. DTech is in the middle of their own integration / acquisition 4. Newly aqcuired consultants at DTech don't even know the DTech
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1) Cisco suffered from inertia when an attempt was made to engage business management in selecting software for their individual areas, and/or agreeing to participate in the ERP implementation project. List and explain reasons why management would hesitate to become engaged in the IT process/project. Blow is the reasons why management would hesitate to become engaged in the IT process/project. In the first place, the company’s CIO planned to let each functional area make its own decision regarding
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Textronix, Inc.: Global ERP Implementation 1. What are the business and technology issues that drove Textronix to implement an ERP? (15%) * Financial performance was suffering; gross margin had decreased from 42.9% in 1997 to 41.5% in 1998. They were losing money in many divisions. * Tektronix was looking to maintain a competitive presence in the market * Company’s future success depended on ability of CFO to simplify and restructure operations by selling off unprofitable businesses
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entities, Riordan Manufacturing has a joint business venture located in Hangzou, China. Investigation into the company’s operating procedures and expenses revealed several shortfalls requiring immediate attention. The implementation of a streamlined Enterprise Resource Plan (ERP) and Electronic Database Interchange (EDI) is expected to reduce operational costs by 10% while improving cycle time by 15%. The finance and accounting departments are struggling with their existing record keeping and database
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1. What were the Critical success Factors for the IT implementation? How these factors are illustrated in this case? Some of the success factors are listed below: Successful IT transformation including accomplishment of key milestones including ERP, Non ERP and MES (Manufacturing execution system) through an IT Master plan Enable KRL in enhancing the competitive advantage through operational excellence. Implementation of an Integrated Refinery information system Determine the IT requirements
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Situation Analysis: Tektronix (est.1946) was a maker of electronic test equipment. It has grown to be $1.3 billion manufacturer of electronic tools and services. The business was split into three divisions, namely Color Printing and Imaging Division (CPID), Measurement Business Division (MBD) and Video and Networking Division (VND). Tektronix was the leader in oscilloscope, television set, monitoring equipment and color printer with divisions based in US and international presence in nearly 60 countries
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Memorandum__________________________________________________ _______________________ To: Carl Neun, CFO of Tektronix Inc. From: John Smith Subject: Using what we’ve learned in ERP ------------------------------------------------- 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
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