Implementation of ERP Component-Free Samples-Myassignmenthelp.com

Question: Discuss about the a Business Case for the Implementation of a Single ERP Component. Answer: Introduction: The ERP implementation method has been used to identify the requirements for an ERP. The development of the implementation plan maximizes the benefits most efficiently. The report intends to develop an implementation strategy report to implement the single ERP component. For this, The Hershey Company or Hershey's in the USA is chosen as a medium seized company for the case study. It is regarded as one of the biggest manufacturers of chocolate in the world ("HOME", 2017). The report analyses why Hersheys requires the ERP system and the initial startup. It has developed the recommendation of the kind of ERP introduced. Then it lists the components needed to be introduced. Then the components are described in the recommendation. Then the future development areas are recommended as the solution gets implemented. Analysis of the business process of Hersheys, necessity of ERP system and the initial startup: The worst case scenario of Hersheys turned into a reality as it cut over to about a hundred million IT systems. The challenges of systems and business processes resulted in operational paralysis. This led to a drop in the quarterly profits and stock prices. The implementation team of the company generated a cardinal mistake by sacrificing systems testing for the expediency ("A Case Study on Hershey's ERP Implementation Failure Driving successful enterprise software projects", 2017). Thus the challenges of system integration, processes, critical data and results have stayed undetected till it was too late. Another mistake of textbook implementation was made by the agency in relation to the timing of the project. Hersheys tried to compress the complicated project of ERP implementation to an unacceptable short timeline. Hersheys has needed to change the way the people have been working. The ERP has been helpful for Hersheys regarding process automation. Without ERP Hersheys has been devoid of the prudent workflow execution and departmental collaboration. Further ERP has been used to gain the operational efficiency (Ahmad Cuenca, 2013). Moreover, the ERP solutions have been helping to intensify the internal interactions. Hersheys has been facing the issues of inconsistent information around the business. This gives rise to the retention issues adversely affecting the market share and revenues. This is the reason why implementation of ERP failed in the company (Chung, Ahmad Tang, 2015). Further ERP has been helping in better performance measurement. As per as the initial startup is concerned, the following steps are to be kept in mind for Hersheys. Cloud based This indicates that the enterprise solutions must be accessible online. Scalable Hersheys must ensure that the financial and the accounting systems must provide the capability to add the users at any time period (Xu, 2017). Integrated Hersheys must have the scope to integrate the additional systems to the accounting software. Automatic updates Hersheys must assure that their entire IT department is not utilized. They must concentrate on the growth of their business and turn out efficient rather than needing to hire any IT staff ("What we can learn from the 1999 Hershey's ERP failure", 2017). Developing the recommendation of the kind of ERP to be introduced at Hersheys: Getting the support of upper management: The resources of Hersheys at the lower level have to tend to not being engaged and educated with the implementation project devoid of any involvement of top level. The executives never require accessing the point to know all the details of single configuration. However, they need to be aware of the challenges that have been resulting delays to the project. Making the extensive and explicit list of perquisites: This must be done before the vendors are approached. They must start by carefully defining the scope of the project. Further, the more specific Hersheys could upfront more detailed the vendors could be in their proposals. It is seen that people have been selecting the ERP by the factors like the price, present technology buzz or the system that has been flashiest (Beijsterveld Groenendaal, 2016). However, without any right fit, the organizations are left with the costly customization and the bolted solutions. Hersheys should see the ERP system that would be specific to the industry. It must have the features and tools that are designed for solving the requirements of the business . They must not forget any mobile users: As the mobility develops across the industries, the accessing of the ERP systems from the desktops has been no longer any option. Listing the components to be introduced along with the reasons: The components and the reasons to deploy that are discussed below: Components Reasons Production This has been streamlining the process and purchase cycles. This handles the sales and pre-sales activities of Hersheys. Further it involves the tracking of stock-to-dock sales order processing cycle. This helps in order scheduling on the tracking and time delivery schedule. The tracking of order is done by the transaction and status reports. Lastly there is the development of the production advice for planning the ERP for the production on the basis of sales orders (Altamony et al., 2016). Supply Chain Management (SCM) This includes the developed efficiency around the various departments and the agencies working under the supply chain of Hersheys. Further it helps in developed customer service for the enhanced customer retention and higher scope of the repetitive business scopes (Anya Ciecierski Anya Ciecierski, 2017). Moreover, there has been the automation of the workflow for the decreased overhead and the operational costs. Because of this the issues regarding IT has been less likely to generate the bottlenecks for impeding the performance. Human Resource Management (HR) The HR module in Hersheys ERP posses a set of effective features and has been integrating seamlessly with the other modules. The module offers Hersheys wide scope of solutions for the department. This makes the other departments to get into the particular employee data (Esteves Pastor, 2016). The module has been covering every function needed in the business practice and is flexible in optimizing the business process sufficiently. This is done by configuring to suit the perquisites of the customers. Finance The module of the ERP finance has been integrated tightly to all the needs of business. This contains the material management to the logistics and human resources. The financial module in ERP delivers the financial analysis and functionality reports to Hersheys for various cost centers and departments (Amini Sadat Safavi, 2013). Irrespective of the goals of Hersheys, the financial module of Hersheys ERP has been working hand-to-hand for improving the bottom-line. Describing the components in the recommendation: The recommendations of the components are analyzed below: Components Recommendations Production Proper review of the business strategy, IT strategy, ERP Strategy must be done. This should also include the project scopes and process changes and new systems through applying the appropriate change management techniques and strategies. Supply Chain Management (SCM) There must be management in the project sponsorship, escalation of issues, resolution of issues and steering committee. This helps in involving maintaining the support of management and keeping them informed regarding the project (Gavidia, 2016). Human Resource Management (HR) The E-HRM could be implemented. This is the implementation and planning application of the IT of Hersheys. This has been both for supporting and networking the collective or individual actors in their shared doing the HR activities. Finance A good estimation could be created for the implementation costs. A tight control of the costs should be kept (Williams, Williams Morgan, 2013). The costs must not be cut in the training, change management and the project management. Rather a fast implementation of the tools and methods must be considered. Implementation plan for Hersheys: The ERP implementation planning for Hersheys needs the ERP experts to understand the industry of Hersheys. They must also know the ERP software proposed and the implementation of that on budget and time. The most important has been to find the experts who possess what that have been taken to assure the organization (Schniederjans Yadav, 2013). This makes in realizing every possible benefit of the business. Hersheys must finalize the business case determine the actual expense of ownership and the design of ERP solution. The gaps between the requirements and the system capabilities must be identified. The custom configuration perquisites must be defined, and the project management of ERP must include the governance framework of the project (Ahmad Cuenca, 2013). There must also be business process requirements and process reengineering for ERP. The organizational change management must be needed along with the timeline. Further, the ERP must be integrated with the legacy systems, the cutover and the phasing strategies must be defined. The data migration strategy must be identified, and the resource requirements must be determined both internally and externally (Garg Agarwal, 2014). The roles and responsibilities for the executive steering committee, ERP vendors, system integrators and the core team must be defined. These steps must be followed by Hersheys realizing the incredible advantages provided by the systems of ERP software. Conclusion: Any company could take necessary lessons from the case of Hersheys. The lesson learnt from the report is that the business systems and processes are to be testes utilizing the methods designed for simulating the realistic operating scenarios. This also includes the paying of close attention to the ERP scheduling. The above report shows that the ERP has been offering various advantages to The Hershey Company according to functionalities and capabilities. Provided the inter-organizational and intra-organizational benefits supplied by ERP, it provides Hersheys with a substantial leverage over its other competitors. Further, it is pertinent that Hersheys has been identifying and working in decreasing and eradicating the non-value added tasks, components and processes in their business. This would take place when they begin to adopt the holistic approach to address the necessities of the enterprise efficiently. This indicates that they would be capable of delivering their services and pro ducts with quality, ease and speed. Lastly, Hersheys must keep in mind that the implementation processes are understood, make the staff training a priority and keep all the people informed of the top down activities. Recommendation of future development as the solution is implemented: The recommendations for the future development as the above solution is implemented are described below: Integrated with Big data: The ERP solutions must be integrated with the Big data and particularly the wider datasets. Analysis of data: The ERP is analyzing and looking the data is silos of the business data. It should not ignore the data from the external world. The merging of the massive data sets on the social behavior: This fusion of the datasets in the social acts like Twitter, Facebook and datasets to the various data of the ERP systems could revolutionize the way in which Hersheys business might take decisions. The collection of the requirements of business: The selection of the business perquisites has been aiming to the development of solutions. This has been supporting the activity of the end-customers. References: A Case Study on Hershey's ERP Implementation Failure Driving successful enterprise software projects. (2017).Pemeco.com. Retrieved 17 November 2017, from https://www.pemeco.com/a-case-study-on-hersheys-erp-implementation-failure-the-importance-of-testing-and-scheduling/ Ahmad, M. M., Cuenca, R. P. (2013). Critical success factors for ERP implementation in SMEs.Robotics and Computer-Integrated Manufacturing,29(3), 104-111. Ahmad, M. M., Cuenca, R. P. (2013). Critical success factors for ERP implementation in SMEs.Robotics and Computer-Integrated Manufacturing,29(3), 104-111. Altamony, H., Tarhini, A., Al-Salti, Z., Gharaibeh, A., Elyas, T. (2016). The relationship between change management strategy and successful enterprise resource planning (ERP) implementations: A theoretical perspective.International Journal of Business Management and Economic Research,7(4), 690-703. Amini, M., Sadat Safavi, N. (2013). critical success factors for ERP implementation. Anya Ciecierski, C., Anya Ciecierski, C. (2017).A Lesson Learned from Hersheys Failed ERP Implementation - ERP Cloud Software.ERP Cloud Software. Retrieved 17 November 2017, from https://erpsoftwareblog.com/cloud/2015/03/a-lesson-learned-from-hersheys-failed-erp-implementation/ Beijsterveld, J. A., Groenendaal, W. J. (2016). Solving misfits in ERP implementations by SMEs.Information Systems Journal,26(4), 369-393. Chofreh, A. G., Goni, F. A., Ismail, S., Shaharoun, A. M., Kleme, J. J., Zeinalnezhad, M. (2016). A master plan for the implementation of sustainable enterprise resource planning systems (part I): concept and methodology.Journal of Cleaner Production,136, 176-182. Chung, S. H., Ahmad, S. I., Tang, H. L. (2015). Symptoms, causes and remedies for failures in enterprise systems implementation.International Journal of Business Information Systems,19(1), 103-118. Esteves, J., Pastor, J. A. (2016, July). Towards a unified ERP implementation critical success factors model. InAtas da Conferncia da Associao Portuguesa de Sistemas de Informao(Vol. 1, No. 1). Garg, P., Agarwal, D. (2014). Critical success factors for ERP implementation in a Fortis hospital: an empirical investigation.Journal of Enterprise Information Management,27(4), 402-423. Gavidia, J. V. (2016). Impact of parent-subsidiary conflict on ERP implementation.Journal of Enterprise Information Management,29(1), 97-117. HOME. (2017).Corporate. Retrieved 17 November 2017, from https://www.thehersheycompany.com/en_us/home.html Mo, J., He, W. (2015). The organizational change dilemma of ERP implementation in a small manufacturing company.Journal of Business Case Studies (Online),11(3), 95. Schniederjans, D., Yadav, S. (2013). Successful ERP implementation: an integrative model.Business Process Management Journal,19(2), 364-398. What we can learn from the 1999 Hershey's ERP failure. (2017).Accent ERP. Retrieved 17 November 2017, from https://www.accenterp.com/erp/what-we-can-learn-from-the-1999-hersheys-erp-failure/ Williams, J., Williams, M. D., Morgan, A. (2013). A teleological process theory for managing ERP implementations.Journal of Enterprise Information Management,26(3), 235-249. Xu, H. (2017). What SMEs need to focus on in order to obtain benefits of ERP systems?.