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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Organizational Change Plan – PB Leiner USA Cody Kane Organizational Development Professor Lee Walker 12/15/2013 Executive Summary PB Leiner is one of the largest gelatin manufacturers in the world that strives for customer excellence‚ employee safety‚ and product guarantee. With every organization PB Leiner wants to see areas of cost reduction. Goals are set by the management team to make the demand happen. Research determined that the strongest area to reduce
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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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Information Technology management project on Implementation of SAP in manufacturing firm 15 Sep2012 PPage Page 1 of 10 INDEX 1) Introduction: SAP………………………………………………………..3 2) Implementation of various modules of SAP in manufacturing……………………………………………….….4 3) Flow chart…………………………………………………………….……..6 4) Examples of few modules-Production planning…….……..7 5) Material Procurement………………………………………….………9 Page 2 of 10 Introduction: SAP SAP is business management integrated software that allows
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KEDA History: - Founded in 1992 by Lu Quin with a small investment‚ a ceramics machinery manufacturer. They modeled their business after the European market leaders. By 2002‚ they got listed on the shanghai Stock Exchange‚ in 2009 they reported revenues of US$209M almost double the amount of 2006. Nature of Keda’s business: - Their sales orders were typically characterized by customization‚ low volumes and high margins. Their business also offered plant design and technical consulting services
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Synopsis on MIS Implementation in HUL GROUP 10 BHAUMIK TRIVEDI DHIWAKARAN T MAYUKH CHAUDHURI PRANJAL KUMAR SHAKUN TAKKAR Page 1 of 4 November 15‚ 2012 SYNOPSIS ON MIS IMPLEMENTATION IN HUL INTRODUCTION Hindustan Unilever Limited (HUL) is India’s largest Fast Moving Consumer Goods Company with a heritage of over 75 years in India and touches the lives of two out of three Indians. HUL works to create a better future every day and helps people feel good‚ look good and get more out of life
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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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Risks to your ERP-SAP implementation 1. Inadequate “as is” documentation Symptoms: You are the implementation Project Manager for a consulting firm and you have a client that just selected an ERP system. You (the project manager) and your team start gathering requirements from end users through focus groups‚ workshops‚ sessions with SMEs‚ etc. After gathering information from end users you erroneously conclude that you have all the necessary information and requirements to successfully implement
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increase in overall productivity. Motivation level of employees has improved‚ focus on budget has made executive level contribute with more enthusiasm. In order to prepare for the arrival of the year 2000 (Y2K)‚ Many companies were engaged in implementations of standard business software applications‚ the enterprise systems particularly such as ERP‚ and supply chain management systems. While these software systems solved the immediate problem of Y2K compliance‚ they were typically implemented with
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