Tektronix inc global erp implementation management essay

How does a company decide between implementing in stages and going big-bang? Organizations that use such an approach most effectively are ones that have previous experience with similar projects or are very capable of managing change. For example, program managers had flexibility to make upgrades or changes before rolling out future phases when Oracle would release new versions of software.

By resorting to monitoring and steering committee, it becomes easy to identify risks and therefore work towards them Vendor: Tektronix did not spend much time in comparing features and costs across vendors.

Tektronix inc. global erp implementation pdf

First, the organization was not ready to commit to the changes expected for the post-implementation business environment. Cost control: The entire ERP implementation focussed on getting the project running with no cost overruns. By resorting to monitoring and steering committee, it becomes easy to identify risks and therefore work towards them Vendor: Tektronix did not spend much time in comparing features and costs across vendors. Accounts payables, Charts of Accounts, General Ledger etc Plain Vanilla approached ensured that the company would presume minimal modifications to the standard software which will subsequently reduce the maintenance cost, up gradation cost and ensure integrity of the software was maintained. Any mission critical decisions and scope of the applications were managed by Aris Consulting which was a high end service provider. The company already has a ERP software for its Manufacturing division and hence opts for a new software albeit the Manufacturing Division but ensures that the new service provider is able to built up connectivity with the existing solution. Then they focused on converting accounts receivables and cost management in its regional accounting centres throughout the world. The top management comprised goal driven professionals who could understand the need of the moment and were driven by the need for change. The company had different application systems and technologies around the world for its different divisions and operations with different chart of accounts and financials of each of its divisions.

This helped in making quick and efficient decisions Quality of team: There were full efforts to choose the right project team, and there were consistent efforts of proper communication Roll-out risks were managed by carefully orchestrating the timing and order of rollouts.

The vision comprised of 3 elements ii Leveraging of Shared Services iii Staying plain vanilla as much as possible The 3 elements were extremely critical considering the each division had its own instance of the system that managed its customer fulfillment process and separate vision would ensure that requirements of one organization should not drive the practices of other.

Tektronix inc global erp implementation management essay

It would also result in cost reduction as it avoids redundancy e. This involved making drastic changes in the organization model and also on processes. The vision comprised of 3 elements ii Leveraging of Shared Services iii Staying plain vanilla as much as possible The 3 elements were extremely critical considering the each division had its own instance of the system that managed its customer fulfillment process and separate vision would ensure that requirements of one organization should not drive the practices of other. How should a company decide between a staged implementation vs. This approach also enabled a number of changes in the business processes around the world, which in turn provided the stimulus to implement any improvement. The company already has a ERP software for its Manufacturing division and hence opts for a new software albeit the Manufacturing Division but ensures that the new service provider is able to built up connectivity with the existing solution. This led to the following problems: i Global competition was increasing ii Financial performance was suffering iii Lack of integration and presence of incoordination of IT system iv The company was not able to ship up to the minute or on a Saturday v Sales Order had to be created multiple times in different systems as its made its way through the order cycle due to its patchy legacy system vi The slow order process and services led to delays and created opportunities for errors to creep into the system vii Company didnt had accurate information on performance viii Company didnt had capacity to effectively manage customer accounts and credit on global basis ix The financial system was not integrated. Any mission critical decisions and scope of the applications were managed by Aris Consulting which was a high end service provider. Closing the book entries each month took 2 weeks x Profitability of products and divisions was hard to realize Data Analysis Carl Nuens vision gave a major impetus to the project to enforce ERP solution however it was the CPID division that had been considering changing the legacy software to an integrated platform since long as the division had outgrown so as to be supported by the legacy systems. A steering committee was established to monitor the overall implementation process.

Additionally, the company also includes financial consultancy firm Aris to ensure the best practices are followed as their management lacked necessary expertise and faced stiff opposition from the workers and management staff for pursuing a change.

In order to overcome these limitations the top management felt that the organization had to be restructured starting with Information Technology IT infrastructure.

The company first eliminates the Country Managers.

why did tektronix implement erp in stages

Tektronix, Inc.

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Tektronix, Inc. Global ERP Implementation: Three Questions and Answers