Bombardier is the world’s only manufacturer of both planes and trains‚ it is present in more then 60 countries and is headquartered in Montreal‚ Canada. Both Bombardier Aerospace & Bombardier transportation employ over 70 000 and posted a revenue of over 18.3 billion in the fiscal year ended December 31‚2011. The case presents the implementation of an ERP system in Bombardier‚ along with all the major changes the corporation undertook for a successful transition. In the analysis I will address
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ERP After acquiring a few companies‚ Bombardier Aerospace was now faced with the challenge of how to align the operations of these companies who all had different sets of data‚ processes and systems. Major areas of concern were process delays‚ low inventory turn‚ inconsistent pricing and billing of materials among others. Bombardier introduced the Enterprise Resource Planning (ERP) into its aerospace division with a vision to achieve higher efficiency in manufacturing and also to significantly save
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Large-Scale ERP Implementation February 2012 Summary Bombardier’s Background Bombardier started in the year 1942 and went on to become a key player in the transportation industry. It entered the market of rail transportation in 1974 and 8 years later its desire to diversify led it to enter the Aerospace Industry. By January 31‚ 2007 Bombardier Transportation posted revenues of $ 6.6 Billion of which 55% came from Aerospace division. The Aerospace division has
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History and Purpose Bombardier‚ currently being an engineering powerhouse‚ originated from the very spirited mind of Joseph-Armand Bombardier. In the hope of helping his fellow citizens travelling through harsh weather during the Canadian winter‚ he conceptualized his first vehicle capable of being driven on the snow at the age of 15. In 1937‚ he received great praise for his B7 snowmobile that could carry‚ as the name suggests‚ seven passengers. Afterwards‚ other bigger and more sophisticated
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Bombardier Case Preparation Bombardier is a successful company in the transportation industry. Bombardier has two divisions; The Aerospace and Transportation divisions. Bombardier Aerospace is the third largest designer and manufacturer of commercial aircraft in the world‚ and one of the leading producers of regional aircraft. The company encountered some challenges because of the company’s growth strategy by acquisition. The main problem was communication problems
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Bombardier Transportation and the Adtranz Acquisition Bombardier Transportation is the rail equipment division of the Canadian firm‚ Bombardier Inc. Bombardier Transportation is one of the world’s largest companies in the rail-equipment manufacturing and servicing industry. The division is headquartered in Berlin‚ Germany.[1] Bombardier Transportation produces a wide range of products including passenger rail vehicles‚ locomotives‚ bogies‚ propulsion‚ and controls‚ in addition to offering a number
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acquisition. Doing that internally would cost a lot of time and money : both of which Bombardier cannot spend since they want to invest in the European rail market as soon as possible and bridge the gap between them and their competitors Alstom and Siemens. 4. Is Adtranz an attractive acquisition target for Bombardier? What are the arguments for and against? To begin with‚Adtranz faces difficulties and might deter Bombardier from acquiring it. First‚ it has a history of poor quality products and reliability
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The company Bombardier is a global manufacturer of various transportation vehicles such as Streetcars‚ Trains‚ Dash-8 Q400‚ Challenger‚ and the Global line of aircraft. Bombardier is in a lucrative industry with a very competitive atmosphere with the likes of companies like‚ Boeing and Airbus. The contracts these manufacturers bid on are in the several hundred million (and billion) dollar ranges. These companies must find ways to deliver quality products at competitive prices. When the company cannot
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the public‚ including protest in Montreal‚ because Bombardier has received a $1-billion US investment from the Quebec government in exchange for a 49.5 per cent stake. In addition‚ the company is in the midst of a five-year turnaround plan that involves the elimination of 14‚500 jobs around the world by the end of 2018. This plan is an attempt to regain financial stability. The public anger over the executive payment eventually prompted Bombardier to delay – but not reduce – the payout to its executives
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Sept. 29‚ 2006 US Court of Appeals‚ Federal Circuit TEG- Paradigm Environmental‚ INC. v United States (HUD) Issue: Whether the contract specifications or TEG’s work plan controlled the terms of TEG’s contract performance in regards to standards for asbestos removal. Rule: “”The language of the contract must be given that meaning that would be derived from the contract by a reasonably intelligent person acquainted with the contemporaneous circumstances””. Trade practice and custom may not be used
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