1. ERP projects are expensive and risky. Why did Keda decide to
embark on an ERP implementation project?
Strong competition within the industryLack of internal
integrationPressure from Chinese government agenciesLack of
inventory managementSuboptimal utilization of resources and
facilitiesThe existing Manufacturing Resource Planning (MRP-II)
system did not support multi-plant operation
2. What are the major processes of implementing an off-the-shelf
ERP system?
Classify the core needs of systemChoosing an ERP vendorProcess
redesignSystem implementationSystem testingUser trainingSystem
rollout
3. Leadership plays a pivotal role in the success of ERP
projects. Which leadership best practices did the Keda managers
engage in?
Zhu, the vice general manager ensured all of the senior
managers, including the director, were involved in this
presentation, negotiation and selection process. During assembling
the project team, they insisted the top dogs of the various
departments be involved. The top management support was also
reflected into the tolerance for the production delay after ERP
rollout.
4. What were the main challenges faced by Keda in each stage of
its ERP project? What factors contributed to the projects success
in the face of these challenges?
The main challenges:Data preparation: spent a lot of time taking
stock and renumbering stock codes so as to ensure data accuracy in
the new system Time: the system needs to be replaced as soon as
possible with the rapid multiple demand growth. big-bang
implementation and the parallel rollout of testing and user
training. Users resistance
Production delayThe key success factorsTop management
supportTeam effortClear defines the roles and
responsibilitiesRewards and punishments5. Are the particular
strategies adopted by Keda in its ERP project generally applicable
to all ERP implementations?
No, the particular strategies adopted by Keda may not be...
