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Arvind Mills LTD: Putting Enterprise Systems Into Enterprises

The document discusses the failure of implementing an ERP system at Arvind Mills Ltd. Some key reasons for failure included selecting an ERP package based on reputation rather than fit, lack of management and cross-functional involvement in implementation, insufficient training, and improper planning. The ERP system was unable to meet the customization needs of the textile industry or solve complex supply chain problems. The document recommends selecting a management consulting firm over an IT firm, forming cross-functional teams, benchmarking processes, evaluating ERP packages based on fit rather than reputation, and providing proper training.

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Paritosh Baisoya
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44 views5 pages

Arvind Mills LTD: Putting Enterprise Systems Into Enterprises

The document discusses the failure of implementing an ERP system at Arvind Mills Ltd. Some key reasons for failure included selecting an ERP package based on reputation rather than fit, lack of management and cross-functional involvement in implementation, insufficient training, and improper planning. The ERP system was unable to meet the customization needs of the textile industry or solve complex supply chain problems. The document recommends selecting a management consulting firm over an IT firm, forming cross-functional teams, benchmarking processes, evaluating ERP packages based on fit rather than reputation, and providing proper training.

Uploaded by

Paritosh Baisoya
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Arvind Mills Ltd

Putting Enterprise Systems into Enterprises


Enterprise Systems Case Presentation

Submitted by :
Nishant Tomar Chetan Agarwal Parijaat Paritosh Baisoya Sumit Chandra Vikram Agarwal

Research Question
Problem: Failure of Implementation of ERP System at AML Reasons

Selection of ERP Package (Importance given to)

Global Presence of Company The largest sold ERP Package Reputation of package rather than tangible benefits

Implementation Issues

No involvement of AML management in the implementation Majority of work done by IS team of AML and consultant No Cross Functional Team formed form for the implementation No Customization on standard SAP function Consultant hired by PWC were technical specialist and had little knowledge of Business Domain Security Issue

Workforce & Change Management

Not sufficient training provided to employees Lack of proper orientation of employee

Improper Planning

Phase III can not be implemented before Phase IV Management not able to map the requirement of the company with the features being provided
by the ERP package which was selected

Qualitative Analysis
Implementation (Phase I)
- SAP R/3 did not have solution specific to Textile industry - Not flexible to meet customization needs of AML

- Deadline had to be extended 2-3 times


Implementation (Phase II) - Employees not comfortable with computers

Implementation (Phase III)


- Phase III postponed till the completion of Phase IV - R/3 system incapable of solving complex supply chain problem

Recommendation
Select Management Consulting Company over a Software
Consultancy Company as they are in a better position to judge business needs of the industry

Formulation of cross functional teams to work with consulting firm to


identify core business process ,their needs and existing gaps

Benchmarking of process and target settings Evaluate existing ERP Packages and Vendors; and select them
accordingly

Conduct training for employee in a planned way

Thank You

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