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  • Deki Phuntsho INFO 245 Professor Neil Foshay November 28, 2005

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    Saptarshi Guha
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    Tata Steel and Microsoft both implemented ERP systems, but with different approaches and levels of success. Tata Steel implemented SAP R/3 across all 46 Indian locations simultaneously in 8 months, while Microsoft implemented the core financial modules of SAP R/3 in a phased approach over 9 months. Tata Steel's big bang implementation approach was successful, allowing them to address issues with disparate legacy systems and improve business processes. Microsoft also had success with their phased implementation, replacing aging applications and preparing for future growth. Both companies benefited from careful planning, user involvement, and hiring outside consultants to help with the ERP transitions.

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    Tata Steel and Microsoft both implemented ERP systems, but with different approaches and levels of success. Tata Steel implemented SAP R/3 across all 46 Indian locations simultaneously in 8 months, while Microsoft implemented the core financial modules of SAP R/3 in a phased approach over 9 months. Tata Steel's big bang implementation approach was successful, allowing them to address issues with disparate legacy systems and improve business processes. Microsoft also had success with their phased implementation, replacing aging applications and preparing for future growth. Both companies benefited from careful planning, user involvement, and hiring outside consultants to help with the ERP transitions.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Scarica in formato PPT, PDF, TXT o leggi online su Scribd
    Segnala contenuti inappropriati
    24 visualizzazioni11 pagine

    Deki Phuntsho INFO 245 Professor Neil Foshay November 28, 2005

    Caricato da

    Saptarshi Guha
    Tata Steel and Microsoft both implemented ERP systems, but with different approaches and levels of success. Tata Steel implemented SAP R/3 across all 46 Indian locations simultaneously in 8 months, while Microsoft implemented the core financial modules of SAP R/3 in a phased approach over 9 months. Tata Steel's big bang implementation approach was successful, allowing them to address issues with disparate legacy systems and improve business processes. Microsoft also had success with their phased implementation, replacing aging applications and preparing for future growth. Both companies benefited from careful planning, user involvement, and hiring outside consultants to help with the ERP transitions.

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    Attribution Non-Commercial (BY-NC)
    Scarica in formato PPT, PDF, TXT o leggi online su Scribd
    Segnala contenuti inappropriati
    di 11

    Deki Phuntsho INFO 245 Professor Neil Foshay November 28, 2005

    6/1/2012

    Tata and Microsoft

    Purpose - Compare Tata Steel and Microsofts ERP implementations Brief business overviews of the two organizations For both organization

    Rationales for going ERP Approach to implementation

    How successful and Why?

    1 June 2012

    Tata and Microsoft

    Tata Steel was established in 1907 in Jamshedpur in eastern India Belongs to the Tata Group, headquartered in Mumbai Manufactures in six countries in the Asia Pacific region Operates in 46 locations all over India Products construction materials March 2004 - 42,511 employees Income from operations 2004-2005 - US$ 960 million
    1 June 2012 Tata and Microsoft 3

    Started as a partnership in 1975 and was incorporated in 1981 Headquartered in Redmond, Washington

    Technological innovation is its core business


    Develops, manufactures, licenses, sells, and supports a wide range of software products One of its most popular product is the
    Tata and Microsoft 4

    1 June 2012

    Markets books and invests huge amounts of money in research and development
    Caters to a worldwide customer base

    Offices in more than 90 countries!

    Fiscal 2005 - Total revenue is US$ 9,189 million

    1 June 2012

    Tata and Microsoft

    Technology Rationales

    Disparate legacy systems replication of the manual system Obsolete Exchanging and retrieving information was almost impossible Information obtained was unreliable Consistent data loss

    Competitive Rationale

    Become the leader in the competitive steel industry

    Strategic Rationale

    Respond quickly to volatile needs of customers

    1 June 2012

    Tata and Microsoft

    Technology Rationales

    Legacy system consisted of a portfolio of disparate applications

    Extremely expensive Difficult to support Lost some important financial capabilities Losing vendor support

    Y2K! Inability to support future growth

    Business Process Rationales


    Untimely financial information Loose purchasing policy Improve payment speed to vendors Reduce time to record an asset on the books Every subsidiary maintained individual artifacts - problematic
    Tata and Microsoft 7

    1 June 2012

    ERP Solution SAPs R/3 BIG BANG approach in 8 months!!

    Implement all modules in all 46 locations across India at the same time

    Change business process to match the software

    ERP Solution SAPs R/3

    Phased approach in 9 months!!

    Implement all financial modules except treasury, tax, and audit

    Change business process to match the software


    1 June 2012 Tata and Microsoft 8

    Technology Competitive Strategic Big Bang

    Technology Business process Phased

    -------------------------------------------------------------------------------

    Success!!

    Success!!

    1 June 2012

    Tata and Microsoft

    Time boxing
    A lot of thought processing and detailed planning User involvement in the system development process Hiring of outside consultants

    Speeds up implementation Trains employees on the package

    1 June 2012

    Tata and Microsoft

    10

    1 June 2012

    Tata and Microsoft

    11

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