Business managers could not make holistic and strategic decisions due to fragmentation of information. This also meant that they could not properly assess cost and profitability of purchase orders and had to rely on experience and hunch.
Business Organization— ERP supports tightly knit collaboration among different departments. Human Resources- Keda case analysis, 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 to support all primary activities. ERP enables flow of information across department, so timely and strategic decisions are made.
Profit or loss from sale of product was unclear due to mess in material management. Thus pricing of products was difficult. Opportunity Cost — Keda struggled to meet demand.
It produced much below the market demand. Suboptimal use of resources represented a significant opportunity cost for the company.
Reusable materials were scrapped and precious machine time was often wasted. The implementation team was built taking into account the roles and responsibilities of all the employees of Keda.
Top management were responsible for critical decisions, key users supplied the actual data, IT staff used this data as requirements for the process design, managers and department head acted as intermediaries between users and IT team.
The key users were at the core, the consultants acted as coaches and the IT officers provided task support to users and consultants. Vital representatives such as departmental managers and essential operational staff possessed comprehensive understanding of the operations and needs of the department.
Top management would provide overall project direction and make critical decisions; consulting support would be provided by personnel from Digital China; project managers would be assigned from both KEDA and Digital China; departmental representatives would oversee the business process design and system design aspects; and the IT department would provide all necessary technical support.
Each ERP system module was assigned an owner from the associated department, who was fully responsible for the workflow and operational details of the module. Manager from each department worked closely with the IT department. Determined team effort was a beneficial and essential part of project success.
Involving all the stakeholders helped limit resistance and endless changes once the system went live.Keda, a manufacturer of large-scale machinery in China, had successfully deployed an enterprise resource planning (ERP) solution that was paying for itself through more efficient inventory.
Keda's SAP Implementation Case Report Table of Contents 1 Table of Contents 2 Overview of Essential Case Facts 3 Identification of Major Issues/Dilemmas 4 Positives and Negatives of Two Alternative Paths of Action 4 Recommendations 5 Essential Concepts 6 Works Cited 7 Overview of Essential Case Facts Keda Industrial Company Ltd (Keda) is a renowned Chinese organisation in the segment of.
Case Analysis Two.
Posted on June 19, Updated on June 19, Section 1 – Case Summary: Please write a summary of the case “Keda’s SAP Implementation” (Minimum . A Case Study of Planning in Kwabre East District Assembly and Offinso Municipal Assembly Gabriel Appiah Minnesota State University, Mankato (OMA) and Kwabre East District Assembly (KEDA) in Ghana.
The Study used desk study and institutional survey to evaluate plan implementation in . Oct 05, · keda’s sap implementation Terrance Fung and Professors Yulin Fang, Huaiqing Wang and Dernck Neufeld wrote this case solely to provide material for class discussion.
Transcript of Keda Case Study - SAP Implementation. LEE HOWELL Group Introductions Keda location, formation, and scorecard Products Feb 10, WES INFINGER Keda management style, and Chinese culture What is ERP ZSUZSI FODOR ERP Implementation Process Team Goals.