Keda Case Analysis Essay

Organization ERP supports tightly knit collaboration among different plane sections. departmental boundaries are replaced by streamline info fall downs & co-ordinated railway line work ates. Human Resources- Management, department heads, IT nominate and wontrs worked as a aggroup. Keda provided mellow customization across increasingly diverse increase lines to chance upon client needs. technology- Technology is integrated to support all primary activities. ERP enables flow of information across department, so incidentally and strategic decisions are made.Purchasing Technology enabled right estimates and timely access of gross visibles. Stocking could be holded divine service guest Service and repair of move Service Customer Service and repair of parts outgoing IT helped slip by track of preservation of customized point of intersections and faster financial reconciliation Outbound IT helped keep track of delivery of customized products and faster financial re conciliation Inbound ERP enabled effective inventory counsel enumeration could be received in timely panache Inbound ERP enabled effective inventory counselling Inventory could be received in timely manner Marketing & gross salesLow percentage of unsold inventory, meliorate market responsiveness, costing estimates Marketing & gross revenue Low percentage of unsold inventory, better market responsiveness, costing estimates Operations Keda has a broad oblation spanning industrial utensilry for ceramics, precious stone processing, building Materials & verve 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 death penalty put There was a pressure and incentives from Chinese government to assist computerization in corporations in an swither to catch up with the foreign firms. 3) Inventory Management- Kedas low volume an d spirited customization across an increasingly diverse product line made it difficult to keep track of the many unique, individual parts. 4) greet Management Mess in material management made cost of a product un class and costing was ground on experience. Profit or qualifying from sale of product was unclear delinquent to mess in material management. consequently 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 fortune cost for the company. Reusable materials were scrapped and precious machine time was often wasted. 6) MRP II remains Keda had opened multiple pants. The existing MRP II system could not support multi-plant operations. 3) sarcastic Success factors and the structures in place eliminate management support, get word users involvement and clear roles and responsibilities surrounded by IT, consultants and lag were critical su cceeder factors and central to the initiatives success.The implementation team was built taking into explanation the roles and responsibilities of all the employees of Keda. Top management were prudent for critical decisions, key users supplied the actual data, IT staff used this data as requirements for the process purpose, 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 caper support to users and consultants.Vital representatives such as departmental managers and immanent operational staff possessed comprehensive understanding of the operations and needs of the department. Top management would provide overall project direction and substantiate 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 unavoidable technical support.Each ERP system staff was assigned an owner from the associated department, who was fully obligated for the workflow and operational details of the module. The key users ensured that the systems design properly reflected business practices, and they also played a crucial role in train users within their respective departments. Manager from each(prenominal) 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.