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KEDA’s SAP Implementation Case Study Solution

///KEDA’s SAP Implementation Case Study Solution

KEDA’s SAP Implementation Case Study Solution

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To ensure student ability to analyze and evaluate effectiveness of strategic use of information systems in a business firm, each of you is expected to read a case on MIS and analyze the case in an individual paper in terms of the company’s revenue model, goals/strategy, the problems encountered in its processes and operations.
We will use the Harvard Business Case, “KEDA’s SAP Implementation” this semester. The case analysis paper should be 15 pages or less in length, including the diagrams and appendices you feel appropriate. You must cite your reference sources through the text and include a reference list using APA style at the end. The paper is to be typed, 1.5-spaced, and in a readable 12-point Arial type font with one-inch margins on four sides.
1. A cover page with an informative title, class name and code, section number, your name and date of completion (5 points).
2. A table of contents (10 points).
3. An executive summary of 100 words that summarizes the purpose of your paper, the key issue and situation in the case, your conclusion and recommendation as revealed in the entire report (10 points). The main body of the report with meaningful headings to cover the following sections:
4. Description of the case for one page with a focus on the major issue in the case under the heading Case Synopsis (20 points).
5. Description of the company’s business/revenue model, culture, and major business and information strategy within one or one and half pages (30 points).
6. Analysis of the problems encountered in business processes and operations.
6.1. Use at least half page to summarize Porter’s firm-based value chain model and the importance of using this model to describe firm-based operations and decision making levels. Please use Firm-based value chain model as the sub-heading (20 points);
6.2. Use at least one page to apply the model and decision making level identification to the specific firm situation. A figure of the value chain model about the user company must be included. Please use Model application as the sub-heading (30 points);
6.3. Use one-half to one page to analyze the needs for IS/IT implementation in the firm by identifying the functional areas affected, the specific business processes involved, and the decision levels that might be impacted. A table of problem identification is
required. Please use Implementation opportunity analysis as the sub-heading (30 points);
7. Evaluation of the IS effectiveness for solving the problems. Use one page to summarize and analyze the IS implementation process at KEDA. Use one page to analyze whether and how the functionality of the IS/IT product(s) match the business needs identified above. Please be sure to analyze the effectiveness of the IS implementation by analyzing the tangible and intangible costs and benefits of the implementation. Please use Implementation effectiveness as the sub-heading (40 points).
8. Your conclusions with recommendations for a solution and an outline for action plan, supported by a sound rationale based on literature review and other evidences. If you are supportive of the resolution as described in the case, please explain the reasons for your support. Please state clearly the implications of this case for the MIS field (20 points).
9. A list of references cited throughout the paper text using APA style, with entries no less than FIVE (20 points).
10. Overall writing skills including objectiveness, clarity in concept and in expression, consistency in format and style use, organization, and free of obvious spelling and grammar mistakes (15 points).

Description

  1. Table of Contents:

 

3. Executive Summary 2
4. Case Synopsis 3
5. Business Goals & Strategy Analysis 4
6. Problems Analysis 5
6.1 Firm-Based Value Chain Model 6
6.2. Model Application 7
6.3. Implementation Opportunity Analysis 8
7. Implementation Effectiveness 11
8. Conclusions & with Recommendations 13
9. References 16

 

  1. Case Synopsis:

Keda is one of the leaders worldwide in product and management innovation engaged in the solution for ceramics and building machinery and equipment industry. Keda is a Chinese company founded in 1992 by Lu Qin. Keda’s creative inventions and low production cost helped them surpassed most of its competitors to become a world leader in building materials machinery, second only to SACMI of Italy. In 2014 Forbes Enterprise (2014) ranked Keda Industrial #97 in the most innovative growth companies list reporting US$2.3 Billion enterprise value. However, due to their decentralized managements system, they could not track efficiencies.  There were time-line production delays. Adding to the demise was the fact that the MRP-II system’s vendor, had ceased maintenance support. It was realized that silo-based administration model should be replaced by enterprise resource planning (ERP) implementation. The objective of this analysis is to study thoroughly how the lack of integration prevented Keda’s leaders from acting strategically and consequently affecting Keda’s production effectiveness and businesses against competitors from local and foreign companies.

Keda’s business relied on several key business functions such as R&D, production and purchasing. Nonetheless, based on Keda innovation’s core, they had focused on R&D on which invested nearly US$5.4 million to set up a state-of-the-art ceramic engineering R&D testing center. Their sales orders were characterized by low volumes and high margins.

Inclusion of Dr. Fan Zhu resulted in a six-month planning process consolidating the project team as an integral unit and the incorporation of the Enterprise Resource Planning (ERP). This analysis describes the planning process concentrating on the challenges and outcome of the SAP project implementation. With just a 20% successful rate of ERP (Enterprise Resource Planning) implementation in China, it signifies the specific challenges to those enterprises which plan to implement such a large-scaled project to the company. Despite the high failure rate of ERP implementation in China, Keda Industrial marked a successful record in the history. From planning to implementation, Keda took only a period of eight months to fully deploy ERP successfully to the company. It is worthwhile to study Keda successful ERP implementation.