In this study, case studies of ERP implementation in two select Indian organizations are developed. The case is developed by collecting data from secondary sources. The findings suggests that change management, training of internal people and integration of ERP with other information systems are few key issues which necessitates management attention for quality implementation of ERP. The study shows that the success of ERP implementations depends on. ERP in a large construction firm. Table 4 The case study results.

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2nd August 2017 Because of high degrees of complexity associated with large-scale ERP installations, over time the proportion of successful, versus failed outcomes tend to become fifty-fifty propositions from a business case perspective. Some enterprises are simply ready for ERP, and some aren’t, some are paying attention to what they’re doing, and others aren’t; but either way, any ERP case investigation is worth understanding what went right, and what didn’t. Consequently, here are four examples of what I’m talking about. Cadbury – success Cadbury is a 123 year-old confectioner currently owned by American snack foods conglomerate Modelez International. The company was on an accelerated growth-track while facing problems meeting its production and distribution requirements. Subsequently, to resolve these concerns.

Along with other significant changes triggered by the ERP implementation; multi-node resources-management was extended throughout its supply-chain, along with a complete revamping of existing warehouse, and distribution processes. The consequent impacts afforded Cadbury an opportunity to reduce overall operating costs, while its newly engaged supply-chain, produced significantly better production efficiencies throughout its manufacturing chain. GET ERP RESEARCH & KNOWLEDGE RIGHT TO YOUR INBOX Covering the key issues faced by businesses selecting and implementing ERP.

Remember: for an ERP implementation to really pay off, you'll need to see improvements in key areas. A thorough requirements gathering effort during the selection phase is therefore essential 2. Hershey Candies – failure Hershey is a 147 year-old confectioner, headquartered in Hershey Pennsylvania. The enterprise saw the as being central to its future growth.

Consequently, rather than approaching its business challenge on the basis of an iterative approach, it decided to execute a holistic plan, involving every operating center in the company. Subsequently SAP was engaged to implement a $10 million systems upgrade, however, management problems emerged immediately. The impact of this decision represented complete chaos, where the company was unable to conduct business, because virtually every process, policy, and operating mechanism was in flux simultaneously. The consequent result was the loss of $150 million in revenue, a 19% reduction in share price, and the loss of 12% in international market share. Download game motocross java jar game. Remember: poor management can scupper implementation, even when you have selected the perfect system. Nestle - success As a enormous international candy-maker, Nestle SA headquartered in Konicki Switzerland, had harbored a goal of across all three of its operating companies; Nestle SA, Nestle UK, and Nestle USA. The latter operation had been working toward complete integration of a set of ERP solutions since in the late 90s, but various requirements, organizational, and policy problems had plagued the complete initiation.