ERP Implementation Project
Strategic Organisation
Rolls Royce is one of those pioneers global companies which they have facilities in the most of the world countries, many suppliers, partners and huge base of customers all over the world, moreover as the most pioneers global organisations actions to avoid the hypercompetitive in the global market, globalization and many challenges Rolls Royce decided in 1998 to change its organizational strategies to be more flexible and more response to the customers ' demands which that need to flatten its organizational structure hierarchy and turn to be process oriented rather than functional oriented so they divided the company into two business units the first one called customer focused business unit (CFBU) which there all the orders and sales deals comes and where all focused on customers ' needs to achieve best sales and second one called operation business unit (OBU) which there is the production of products to fulfill other units demands, Executive group who managed all the units and all decisions come from them to be distributed to whole company staff.
Rolls Royce has recognized that changes of its organizational strategies, aspiration and plans in growths over all the world will not be supported by the legacy resources planning systems which it owned them and the difficulty of theses systems to be fixed and development and because the important of the information technology and the internet to create process oriented business environment and how much is effective to transfer the organization from rigid structure to be more flexible, so Rolls Royce decided to sign partnership with electronic data service company (EDS) to find for it modern business solution system for the data information management and resources planning to be more flexible and modify of its requirements which is in its turn decided to implement the SAP enterprise resources planning system (ERP) on operation business unit (OBU) and in my point of view the step that
Rolls Royce is one of those pioneers global companies which they have facilities in the most of the world countries, many suppliers, partners and huge base of customers all over the world, moreover as the most pioneers global organisations actions to avoid the hypercompetitive in the global market, globalization and many challenges Rolls Royce decided in 1998 to change its organizational strategies to be more flexible and more response to the customers ' demands which that need to flatten its organizational structure hierarchy and turn to be process oriented rather than functional oriented so they divided the company into two business units the first one called customer focused business unit (CFBU) which there all the orders and sales deals comes and where all focused on customers ' needs to achieve best sales and second one called operation business unit (OBU) which there is the production of products to fulfill other units demands, Executive group who managed all the units and all decisions come from them to be distributed to whole company staff.
Rolls Royce has recognized that changes of its organizational strategies, aspiration and plans in growths over all the world will not be supported by the legacy resources planning systems which it owned them and the difficulty of theses systems to be fixed and development and because the important of the information technology and the internet to create process oriented business environment and how much is effective to transfer the organization from rigid structure to be more flexible, so Rolls Royce decided to sign partnership with electronic data service company (EDS) to find for it modern business solution system for the data information management and resources planning to be more flexible and modify of its requirements which is in its turn decided to implement the SAP enterprise resources planning system (ERP) on operation business unit (OBU) and in my point of view the step that
References: Yasuf, Y., Gunasekaran, A. & Abthorpe, M., 2004. Enterprise information systems project implementation: A case study of ERP in Rolls-Royce. International Journal of Production Economics, 87 (3), pp.251-266. ,