Keda Case Analysis Essay

Organization ERP supports tightly knit collaboration among different sections. departmental boundaries argon replaced by streamline data flows & integrated business processes. Human Resources- Management, department heads, IT staff and users worked as a team. Keda provided high customization across increasingly several(a) product lines to tack together client needs. Technology- Technology is integrated to support alone primary activities. ERP enables flow of information across department, so timely and strategic decisions are made.Purchasing Technology enabled right estimates and timely access of raw materials. Stocking could be limited Service node Service and repair of parts Service Customer Service and repair of parts Outbound IT helped keep track of delivery of customized products and straightaway financial reconciliation Outbound IT helped keep track of delivery of customized products and faster financial reconciliation Inbound ERP enabled effective bloodline management Inventory could be received in timely manner Inbound ERP enabled effective inventory management Inventory could be received in timely manner Marketing & 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 offering spanning industrial machinery for ceramics, stone processing, building 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 implementation project There was a pressure and incentives from Chinese government to promote computerization in corporations in an effort to catch up with the unusual firms. 3) Inventory Management- Kedas low volume and high customization across an increasingly diverse product line made it difficult to keep track o f the umteen unique, individual parts. 4) Cost Management Mess in material management made cost of a product unclear and costing was based on experience. 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. 6) MRP II system Keda had opened multiple pants. The existing MRP II system could not support multi-plant operations. 3) Critical Success factors and the structures in place Top management support, primaeval users involvement and clear roles and responsibilities mingled with 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 responsibilities of all the employees of Keda. Top management were responsible for critical decisions, get a line 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 taking into custody 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 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. autobus 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 undying changes once the system went live.