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Keda

Keda decided to implement an ERP system due to strong industry competition, lack of internal integration, government pressure, and inefficiencies in their old MRP system. They chose an off-the-shelf ERP, redesigning processes and thoroughly testing the system before training users and rolling it out. Keda's managers ensured leadership support by involving senior managers in vendor selection and project team assembly. Main challenges in implementation included data preparation time, tight project timelines, and user resistance, but top management support, teamwork, and clear roles helped ensure success despite delays.

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Kirthi Rk
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984 views2 pages

Keda

Keda decided to implement an ERP system due to strong industry competition, lack of internal integration, government pressure, and inefficiencies in their old MRP system. They chose an off-the-shelf ERP, redesigning processes and thoroughly testing the system before training users and rolling it out. Keda's managers ensured leadership support by involving senior managers in vendor selection and project team assembly. Main challenges in implementation included data preparation time, tight project timelines, and user resistance, but top management support, teamwork, and clear roles helped ensure success despite delays.

Uploaded by

Kirthi Rk
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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1.ERPprojectsareexpensiveandrisky.

WhydidKedadecideto
embarkonanERPimplementationproject?
Strongcompetitionwithintheindustry
Lackofinternalintegration
PressurefromChinesegovernmentagencies
Lackofinventorymanagement
Suboptimalutilizationofresourcesandfacilities
TheexistingManufacturingResourcePlanning(MRPII)systemdid
notsupportmultiplantoperation
2.WhatarethemajorprocessesofimplementinganofftheshelfERP
system?
Classifythecoreneedsofsystem
ChoosinganERPvendor
Processredesign
Systemimplementation
Systemtesting
Usertraining
Systemrollout
3.LeadershipplaysapivotalroleinthesuccessofERPprojects.
WhichleadershipbestpracticesdidtheKedamanagersengagein?
Zhu,thevicegeneralmanagerensuredalloftheseniormanagers,
includingthedirector,wereinvolvedinthispresentation,negotiation
andselectionprocess.Duringassemblingtheprojectteam,theyinsisted
thetopdogsofthevariousdepartmentsbeinvolved.Thetop
managementsupportwasalsoreflectedintothetoleranceforthe
productiondelayafterERProllout.
4.WhatwerethemainchallengesfacedbyKedaineachstageofits
ERPproject?Whatfactorscontributedtotheprojectssuccessinthe
faceofthesechallenges?

Themainchallenges:
Datapreparation:spentalotoftimetakingstockandrenumbering
stockcodessoastoensuredataaccuracyinthenewsystemTime:the
systemneedstobereplacedassoonaspossiblewiththerapidmultiple
demandgrowth.bigbangimplementationandtheparallelrolloutof
testingandusertraining.Usersresistance
Productiondelay
Thekeysuccessfactors
Topmanagementsupport
Teameffort
Cleardefinestherolesandresponsibilities
Rewardsandpunishments
5.AretheparticularstrategiesadoptedbyKedainitsERPproject
generallyapplicabletoallERPimplementations?
No,theparticularstrategiesadoptedbyKedamaynotbe...

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