Keda Case Analysis Essay

Organization ERP supports tightly knit collaboration among different sections. departmental boundaries are replaced by streamline data flows & unified short letter processes. Human Resources- Management, department heads, IT staff and consumptionrs worked as a team. Keda provided high customization crosswise increasingly diverse crossing lines to meet client needs. Technology- Technology is integrated to support all primary activities. ERP enables flow of information across department, so by the way and strategic decisions are made.Purchasing Technology enabled right estimates and timely access of raw fabrics. Stocking could be limited dish up Customer Service and repair of separate Service Customer Service and repair of parts Outbound IT helped keep booster cable of delivery of customized products and faster financial expiation Outbound IT helped keep track of delivery of customized products and faster financial propitiation Inbound ERP enabled effective inventory di rection Inventory could be acquire in timely manner Inbound ERP enabled effective inventory charge Inventory could be received in timely manner tradeing & SalesLow percentage of unsold inventory, improved market responsiveness, be estimates Marketing & Sales Low percentage of unsold inventory, improved market responsiveness, costing estimates Operations Keda has a broad go spanning industrial machinery for ceramics, stone processing, build Materials & energy resource management Operations Keda has a broad offering spanning industrial machinery for ceramics, stone processing, building Materials & energy resource management 2) Reasons for Keda to embark on an ERP murder project There was a pressure and incentives from Chinese government to advertise computerization in corporations in an effort to catch up with the contrary firms. 3) Inventory Management-  Kedas low volume and high customization across an increasingly diverse product line made it difficult to k eep track of the many unique, individual parts. 4) Cost Management Mess in material management made cost of a product un gain ground and costing was based on experience. Profit or loss from sale of product was unclear due to mess in material management. Thus set 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 scarce machine time was often wasted. 6) MRP II system Keda had opened quadruple pants. The existing MRP II system could not support multi-plant operations. 3) Critical winner factors and the structures in place spend management support, key users involvement and clear types and responsibilities among IT, consultants and staff were critical success factors and central to the initiatives success.The implementation team was built taking into account the roles and responsibilitie s of all the employees of Keda. Top management were accountable for critical decisions, key users supplied the actual data, IT staff utilize this data as requirements for the process project, 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 cosmopolitan understanding of the operations and needs of the department. Top management would provide general project direction and make critical decisions consulting support would be provided by personnel from Digital China project managers would be assigned from twain KEDA and Digital China departmental representatives would oversee the business process purpose and system design aspects and the IT department would provide all necessary practiced support.Each ERP system module was ass igned an owner from the associated department, who was fully responsible for the workflow and operational details of the module. The key users ensured that the systems design correctly reflected business practices, and they also played a crucial role in training users within their respective departments. 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 formerly the system went live.