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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researches Enterprise resource planning (ERP) systems defined as an integrate business processes and information technologies into a synchronized suite of procedures‚ applications and metrics. ERPs are expected to enhance all of the corporate performance due to redesigned or rebuild business processes‚ integrated business functions‚ accelerated reporting cycles and expanded information capabilities (O’Leary 2000). On other hand Enterprise Resource Planning (ERP) system is business or financial
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source for the small and medium businesses. It provides features for both Enterprise Resource and Customer Relationship Management. Dolibar is popular and its has been already downloaded 129‚000 times from source forge. Dolibar comes with every ERP needs including accounting and CRM and HR and inventory modules. Dolibarr is updated constantly and has very active user forum for troubleshooting and also for the general discussion and its also a very popular program and it is available in many
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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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Resource Planning (ERP) can be a challenge. Enterprise Resource Planning (ERP) implementation is notorious for requiring a long lead times and lots of money. What are the factors affecting the success or failure of ERP implementation? What are ERP’s major limitations? How do we approach implementation to avoid failure? How can we define the success of an ERP implementation and develop a necessary model that all manufacturing companies can use to effectively implement their ERP systems. 2.2 Introduction:
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