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
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------------------------------------------------- Keda ’s SAP Implementation Company Overview Keda Company Logo Keda was founded in 1992 as a small manufacturer of ceramics machinery in Shunde‚ China. At that time‚ the ceramics industry was mostly dominated by Europe. Hence‚ Keda modeled its business processes after them and enjoyed rapid growth in China during the 1990s. And so‚ with a successfully tested and proven business model provided‚ Keda flourished. In less than a decade‚ It became
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1. ERP projects are expensive and risky. Why did Keda decide to embark on an ERP implementation project? Strong competition within the industry Lack of internal integration Pressure from Chinese government agencies Lack of inventory management Suboptimal utilization of resources and facilities The existing Manufacturing Resource Planning (MRP-II) system did not support multi-plant operation 2. What are the major processes of implementing an off-the-shelf ERP system? Classify the core
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KEDA’S SAP IMPLEMENTATION CASE STUDY Summary This case introduced that KEDA Industrial Company Ltd.‚ which is a Chinese ceramic machinery manufacturer company founded in 1992. Due to the Keda had a good running on its R&D function‚ inventory management‚ and procedure of production‚ Keda soon became one of the top 10 materials machinery enterprises in the world in a few years. Keda also has the high degree of autonomy and flexible culture that enables Keda to have a freewheeling environment in
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Keda Case Analysis 1) Value Chain PRIMARY PRIMARY SUPPORT SUPPORT Organization– ERP supports tightly knit collaboration among different departments. Departmental boundaries are replaced by streamline data flows & integrated business processes. Human Resources- Management‚ department heads‚ IT staff and users worked as a team. Keda provided high customization across increasingly diverse product lines to meet client needs. Technology- Technology is integrated
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on Information Systems (ICIS) 12-31-1999 Implementing SAP R/3 at the University of Nebraska Tim Sieber University of Nebraska-Lincoln Keng Siau University of Nebraska-Lincoln Fiona Nah University of Nebraska-Lincoln Michelle Sieber University of Nebraska-Lincoln Follow this and additional works at: http://aisel.aisnet.org/icis1999 Recommended Citation Sieber‚ Tim; Siau‚ Keng; Nah‚ Fiona; and Sieber‚ Michelle‚ "Implementing SAP R/3 at the University of Nebraska" (1999). ICIS
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http://ivythesis.typepad.com/term_paper_topics/2010/05/challenges-faced-when-implementing-the-sap-system-research-propsal-paper.html Challenges Faced when Implementing the SAP System Introduction Enterprise-wide resource planning (ERP) system software packages are considered as highly integrated‚ complex systems for organizations‚ and thousands of them are implementing successfully in the world (Koch 1996). Even businesses like Hershey‚ JoAnn stores‚ Whirlpool and Samsonite
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What challenges was VLF facing before the SAP implementation? Before the implementation of SAP‚ VLF faced major problems that affected their efficiency and effectiveness. The hospital would accept thousands of patient a month‚ which required coordination from different medical departments. With each patient‚ numerous forms and preliminary steps needed before and after a medical procedure take place. However‚ due to an inefficient system‚ the desired high-quality standard of the VLF was sometimes
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Keda’s SAP Implementation 1. How did the information systems changes introduced by Keda align with changes in business and organizational strategy? Firstly‚ we identified Keda’s business and organizational strategy to see the changes brought by information systems. Keda’s business strategy is to be a world leader in global ceramics machinery industry. The company focuses on innovation by offering a broad products of materials machinery. Therefore‚ Keda main business functions are “research and
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organization of MICT Berhad. The management of ATLAM had been asked to upgrade its accounting system with the PETRA group-wide SAP system. The person who is responsible to the changes of the accounting software is Zulkifli Osman‚ the Finance Manager of ATLAM. He had to severely assess the risks associated with the decision. The main problem arises is not on the cost of implementing SAP or Systems‚ Applications and Products in ATLAM but rather on the acceptance of the new system by the ATLAM’s staff. The
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