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Enterprise Resource Planning - Case Study Example

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Coming from a financial set-back in the 1980s due to an expensive litigation case and defense against takeover bids, Owens Cornings embarked on a systems overhaul in 1995 to turn the company around from being debt stricken to a highly competitive one. It embarked on a project…
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Enterprise Resource Planning
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Download file to see previous pages The first stage was of the implementation of The Advantage 2000 was the development process. The development process involved four steps where business team members would design the global process, business and IS team members would look at SAP as the preferred platform, identify the gaps in the current system and work through them. Along with the development stage was the enterprise resource planning (ERP) that would simplify the support of common, global business processes and enable OC managers to do the following (pg. 667):
During the development and planning stage Deloitte & Touche CG/ICS experts were actively involved to develop and deliver training to the project teams on process simplification. They were OC’s top management prior to Radcliff’s arrival due to their expertise in organization design, BPR, and change management.
The next stage was the sourcing where talents and resources were sought that would enable the project become a reality. In May 1994 Michael Radcliff was brought on board as the company’s chief information officer. Along with the sourcing of talent was also the outsourcing of vendor that would serve as the transition system from the old legacy systems to the new system.
In early 1995, project teams for the Advantage 2000 project started to form. Workshops then ensued to communicate and enable the entire IS community of the new high performance objective of a process oriented organization. Team members were trained to juggle from one function to another to enable systems integration a possibility on various business units of the organization under the auspices of its new CIO Radcliff. Among the teams that were created were Global Development Teams which were made of composite members from business and IS to form the new business process model whose objective was to develop and delvier process and systems solutions on time.
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