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Management Age of IT: ERP

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I need some starting help with these questions...

1. What are the payoffs in taking a multidisciplinary approach to an ERP implementation? What departments are affected and what is the typical time frame? What part does training play in implementing an ERP system? If possible, find an example of a company that has recently implemented an ERP system and give an opinion about what you think the company could have done better.

2. Identify three major benefits that an institution of higher education would likely gain from the use of an effective ERP system. What issues would be involved in implementation?

3. Select one company from Fortune Magazine's current annual list of the top 500 companies (you should be able to find the list by doing a simple online search for "Fortune 500") and identify the organization's objectives, measures, targets and key initiatives. Develop a balanced scorecard for that company.

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The response addresses the queries posted in 1374 words with references.

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//ERP implementation has been one of the most important parts of an organization in this competitive scenario for the achievement of competitive advantage over others. There are enormous benefits of implementing ERP system. But, at the same time, there are certain disadvantages as well. The following series discusses about the payoffs in the implementation of an ERP system and also includes a brief discussion on the various effects that such implementation has on the various departments of the organization. It also includes a brief description about a company, which has recently implemented an ERP system//.

Although the implementation of ERP system brings in lots of advantages for the organization implementing it, there are various things that the organization has to forgo for such implementation. One of the major payoffs in the implementation of ERP system is that the organization needs to incur huge cost for such implementation. In addition to this, it is time consuming as well (Vaman, 2007).The major expenses that the organization needs to incur in such implementation is on the hardware and implementation of consulting services. The expenses on hardware, training and implementation services amount to 300 to 500 percent of the amount that the company spends on the software. In addition to this, the implementation process has become a challenging task for the companies as there are various obstacles that the company needs to undergo during such process of ERP implementation. These challenges include scheduling, training, system utilization, budget and change resistance from the employees of the organization. All these challenges in the implementation of ERP system, makes the process a cumbersome task for the organization implementing it (Inka, 2008).

The implementation of ERP system in an organization requires integration of all the departments and functions into a single computer system so that the particular needs of different departments can be served in an effective manner (Pour, 2006). The various departments that are affected by the implementation of ERP system include manufacturing, logistics, warehousing, information technology, accounting, marketing, human resources and strategic department. The implementation process has its effect on all such departments of the organization. The typical time frame required for the implementation of ERP system depends upon the number of ERP modules to be implemented and also on the number of different organizational locations where such system needs to be implemented. However, the time frame for such implementation should range from one to four years (Reynolds, 2009).

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Supply Chain/Inventory Management

Please assist with the attached. Thanks in advanace

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Prepare to discuss, with a salesman, of the most recent developments in Inventory Management, including JIT, MRP, ERP, and Lean operations. Her motive is to sell a SOA (Supply Chain Opportunity Assessment) to the division and to follow that up with a new software package implementation.
In preparation for that meeting, you ask your staff to participate in a brainstorming meeting.
Assignment: Create a posting with what you believe to be the most important discussion points for the meeting.
Your initial posting should cover at least the following topics:
1. How could JIT principals be incorporated in your supply chain and manufacturing operations?
2. How can you assess a MRP/ERP package's usefulness in supporting your efforts to monitor, control, and improve your inventory management efforts? What should you realistically expect of a MRP/ERP after it is first implemented?
3. What strategic or tactical opportunities can your organization pursue? If you have more than one item, be sure to prioritize your list.
Response (4 to 6 Paragraphs)

Company Scenario
You are the Operations Manager for a $50,000,000 (sales) subsidiary of a $750,000,000 corporation. You report to the Divisional Vice President. Your division produces industrial products that are used in the construction, maintenance, transportation, and equipment manufacturing industries. The other two divisions in your corporation serve the automotive and electronics industries. A few products are cross-marketed.
Your division is currently number three in your market place. The number one firm has about 60% of the market, the number two firm has about 25% of the market, and you have about 15% of the market.
Your products are often used in human safety applications, so product quality is paramount. Neither you nor your competitors have a competitive quality advantage, nor a distinct production cost advantage. Being number three in the market place has meant that your division must excel in customer service and delivery reliability.
Over 90% of your sales come through manufacturing representatives to regional distributors who hold inventory of your most popular products in limited quantities. To keep your distributors loyal, your company works very hard on customer service.
Your division currently has about 4,000 products in your catalog. About 1,200 items are "in-stock" (MTS, Make-to-Stock) items. The remaining 2,800 items are "non-stock" items that can be considered to be Make-To-Order (MTO). The MTO items are not stocked but are manufactured if, and only if, an order for them is received.
Your division promises to ship all "in-stock" items within 24 hours of receiving the order. If the order is received by noon, the order is shipped that day. Because most of your orders are small and are delivered to diverse addresses, UPS is the preferred shipping mode.
In contrast, your two sister divisions operate on a much longer lead-time and ship in comparatively larger quantities. They tend to operate much more in the MTO mode and do not offer the fast 24-hour shipping responses that your division does.
The corporate headquarters are in St. Louis, Missouri, where the company was founded in the 1910s. You are located in Cape Girardeau, Missouri, where manufacturing operations were moved in the 1950s to exploit the lower labor costs. The corporate North American Warehouse (NAW) is located in a western suburb of St. Louis to be near the St. Louis airport. Virtually all shipments to customers are made from the NAW. Several years ago, to stay competitive, production operations started to shift from the Cape Girardeau location to a plant in Mexico. The shift to Mexico has been successful overall, but the plant does not always deliver what is needed and is sometimes late in delivering parts to the NAW.
The corporation installed SAP several years ago. You have been far too busy to thoroughly investigate all of the details, but everyone in the organization seems to be satisfied at some level with the system.
Because you are the STO (Senior Technical Officer) of your division, you also manage the client support group (located near the St. Louis airport) which consults with clients on product purchases and offers consulting/project management services for product installation of your products. Your direct reports include the Plant Manager in Cape Girardeau, the Plant Manager in Mexico, the Divisional Supply Chain Manager, the Manager of Product Quality Control, and the Divisional Customer Support Manager. Your chief peers are the Director of Marketing and the Manager of the Divisional Headquarters staff. Order entry reports to the Director of Marketing. Purchasing, Accounting, Finance, HR, and IT functions are handled at the corporate level. The manager of the NAW formally reports to the VP of the automotive division, but he is tasked to serve all three divisions equitably.
Several months ago, a new CEO took the reigns of your parent company. She is looking to improve profits, and is tasking all three divisions to reduce costs. For your division, she is particularly interested in reducing inventory while maintaining (improving) current customer service levels. She also questions whether having the Customer Support staff centrally located in St. Louis is really the best way (in terms of cost and service) to service your customers.
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