KEDA SAP IMPLEMENTATION PDF

ERP projects are expensive and risky. Why did Keda decide to embark on an ERP? Essential case facts Although enterprise resource planning ERP projects are considered to be a risky investment for any organization, Keda had quite a number of reasons on why it decided to embark on ERP. This was mainly due to the duplication of the identical processing tasks from different business units. For instance, when leaders were supposed to decide on whether to compete for orders for the polishing machines in foreign markets, Keda failed to assess the cost and the profitability involved.

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ERP projects are expensive and risky. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and otheridentifying information to protect confidentiality.

Richard lvey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. Keda , was utterly satisfied with the outcome of the SAP project.

A mere five months after forming an implementation team, Keda had successfully deployed SAP as its enterprise resource planning ERP solution, and the system was quickly paying for itself through more efficient inventory management. The success was all the more remarkable given that an estimated 80 per cent of ERP implementation efforts in China failed.

Keda had a large backlog of other information technology IT projects waiting in the pipeline, and Zhu wanted to carefully evaluate the SAP project to determine what had been done right, what had gone wrong and what Keda had gotten away with due to blind luck.

At the time, the global ceramics machinery industry was dominated by European companies. Keda modeled its business after these market leaders and enjoyed rapid growth in the local Chinese market through the os.

By the early 20oos, Keda had surpassed most of its competitors to become a world leader in building materials machinery, second only to SACMI of Italy www. Place your order now with EssayDomain. Our Process is Simple.

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Questions on Keda's SAP Implementation

ERP projects are expensive and risky. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and otheridentifying information to protect confidentiality. Richard lvey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission.

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KEDA SAP IMPLEMENTATION PDF

The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. Keda , was utterly satisfied with the outcome of the SAP project. A mere five months after forming an implementation team, Keda had successfully deployed SAP as its enterprise resource planning ERP solution, and the system was quickly paying for itself through more efficient inventory management.

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Keda’s SAP implementation case Essay

Vot Data was a main issue. In devising the plan, Zhu relied heavily on Benjun Zhang, who eventually became the head of implemejtation IT department. This dramatic improvement in production capacity is attributed to the ERP information system. According to the plan, the ERP implementation project was a priority.

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KEDA’S SAP IMPLEMENTATION

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