KEDA S SAP IMPLEMETATION
KEDA’S SAP IMPLEMETATION
Why did KEDA decide to embark on an ERP implementation project?
There was lack of integration of vital business process within the company making employees unable to make strategic decisions that would fuel the success of the company. Therefore KEDA needed to embark on implementing ERP so as to enhance its competitive advantage, growth and leadership position. Another reason is that there was pressure from the Chinese government to encourage innovation in local enterprises in an attempt to compete with other global corporations (Fung, 2011). Therefore, ERP was selected as the profitable innovation for the company that would still serve as a response to the government call. KEDA also experienced some serious challenges in inventory management. Therefore the company needed to deploy ERP, a system that would improve inventory management and profitability. The company had also encountered a rapid growth and thereby required a system that would expound on its business line and operation
What are the major processes of implementing an off-the-shelf ERP system?
The first process was to choose an ERP vendor which involved selection of the most suitable ERP software developer in the market. The second process was to gather the implementation team. This involved bringing together all the necessary stakeholders that would ensure implementation and running of the project and this include the key player, the consultants and the IT officers. Finally implementation was accomplished by implementing the SAP which ensured that operations were streamlined and modified to make sure that systems were congruent with ERP
Leadership plays a pivotal role in the successes of ERP projects. Which “leadership best practices” did the Keda managers engage in?
The primary best practice of the leaders was to model the way. The leaders established principles under which the goals of the organization were to be achieved through ERP. Since the prospect of change within the
Why did KEDA decide to embark on an ERP implementation project?
There was lack of integration of vital business process within the company making employees unable to make strategic decisions that would fuel the success of the company. Therefore KEDA needed to embark on implementing ERP so as to enhance its competitive advantage, growth and leadership position. Another reason is that there was pressure from the Chinese government to encourage innovation in local enterprises in an attempt to compete with other global corporations (Fung, 2011). Therefore, ERP was selected as the profitable innovation for the company that would still serve as a response to the government call. KEDA also experienced some serious challenges in inventory management. Therefore the company needed to deploy ERP, a system that would improve inventory management and profitability. The company had also encountered a rapid growth and thereby required a system that would expound on its business line and operation
What are the major processes of implementing an off-the-shelf ERP system?
The first process was to choose an ERP vendor which involved selection of the most suitable ERP software developer in the market. The second process was to gather the implementation team. This involved bringing together all the necessary stakeholders that would ensure implementation and running of the project and this include the key player, the consultants and the IT officers. Finally implementation was accomplished by implementing the SAP which ensured that operations were streamlined and modified to make sure that systems were congruent with ERP
Leadership plays a pivotal role in the successes of ERP projects. Which “leadership best practices” did the Keda managers engage in?
The primary best practice of the leaders was to model the way. The leaders established principles under which the goals of the organization were to be achieved through ERP. Since the prospect of change within the