The authors do not intend to illustrate either effective or ineffective handling of a managerial situation.
ERP projects are expensive and risky. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and otheridentifying information to protect confidentiality. Richard lvey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission.
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Kedawas utterly satisfied with the outcome of the SAP project.
A mere five months after forming an implementation team, Keda had successfully deployed SAP as its enterprise resource planning ERP solution, and the system was quickly paying for itself through more efficient inventory management.
The success was all the more remarkable given that an estimated 80 per cent of ERP implementation efforts in China failed. Keda had a large backlog of other information technology IT projects waiting in the pipeline, and Zhu wanted to carefully evaluate the SAP project to determine what had been done right, what had gone wrong and what Keda had gotten away with due to blind luck.
At the time, the global ceramics machinery industry was dominated by European companies.
Keda modeled its business after these market leaders and enjoyed rapid growth in the local Chinese market through the os. By the early 20oos, Keda had surpassed most of its competitors to become a world leader in building materials machinery, second only to SACMI of Italy www.
Keda Industrial stock symbol CH became a listed company on the Shanghai Stock Exchange in Place your order now with EssayDomain.
Our Process is Simple.implementation was seemed as a good way to react the call from government. The third one is the difficulties of inventory management, due to the products characteristics; it was hard for Keda to track the each component, so it was hard to know.
In this phase, Keda evaluated various off-the-shelf ERP suites and shortlisted SAP and then assembled an implementation team consisting of members from all their business units. AKSHAY BORHADE, /20 KEDA’S SAP IMPLEMENTATION ICT FOR ORGANIZATIONAL EFFECTIVENESS ERP IMPLEMENTATION-PROCESS PHASE MAP Fig ERP Implementation process phases First step is to identify the purpose of such an investment for ERP.
This is to recognize if the problems of the organization is solved by implementing the ERP. KEDA’S SAP IMPLEMENTATION.
Prepare the "KEDA’s SAP Implementation" case. ERP projects are expensive and risky. #1-Why did KEDA decide to embark on an ERP implementation project? #2-What are the major processes of implementing an off-the-shelf ERP system?
#3- Leadership plays a pivotal role in the successes of ERP projects. Case Study: Big Bang, An Sap Implementation Words | 6 Pages.
This case study analysis is based on a case study titled NIBCO’s “Big Bang”: An SAP Implementation. NIBCO is a employee company located in Elkhart, Indiana that manufactures valves and pipe fittings.
Dr. Fan Zhu, vice general manager of Keda Industrial Company Ltd. (Keda), was utterly satisfied with the outcome of the SAP project. A mere five months after forming an implementation team, Keda had successfully deployed SAP as its enterprise resource planning .