...Case Study Kraft Foods Implementation of SAP Table of Contents INTRODUCTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …. 3 INNOVATION………………. . . . . . . . . . . . . . . . . . . . . . . . . . . . ………………3-4 PEOPLE……………….. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .......5 STRATEGY………………….. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..5-7 SUCCESS………………………. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7-8 INTRODUCTION Kraft Foods was founded in 1903 by J.L. Kraft who began by buying cheese at wholesale markets in Chicago and then reselling it to local merchants in the area. Until 2012, Kraft Foods was primarily made up of three major businesses Kraft Foods, General Foods and Nabisco. Each of these businesses had gone through growth and mergers over the years and in 1995 the company was brought under the name of Kraft Foods and consolidated into one company. In 2004, Kraft Foods came to the realization that they needed one Enterprise Resource Planning (ERP) system to consolidate all of their business activities under one system for all locations within North America. Kraft Foods decided to implement SAP, which they had previously chosen for their manufacturing and distribution locations within Europe. SAP is a very popular ERP system that is generally used by large companies who are...
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...Agenda: A. Introduction B. ERP 1. What is ERP ? 2. ERP Modules & Components 3. Available ERP Tools 4. How to Choose an ERP Software ? 5. Future of ERP 6. Comparisons and Surveys 7. Demos & case studies ERP Mind Mapping Managers & Stakeholders Reporting Applications Sales Force & Customer Service Reps Back-Office Admins & Workers Financial Applications Sales & Delivery Applications Centralized Database Manufacturing Applications Service Applications Inventory & Supply Applications Human Resources Management Apps Customers Employees Suppliers Architecture of ERP ERP Modules Finance Human Resources Inventory Management Project Management & Planning Quality Management Sales Management Purchase Management E-Commerce CustomerRelationship Management Document Management SupplierRelationship Management Risk Management Production Planning & Controlling Knowledge Management Business Intelligence ERP Challenges High Cost Implementation Time ERP Package Selection Consulting Fees Customizations ERP Challenges Business Process Reengineering Custom Reports Security Change In Organization Requirements Integration with Other Data Sources Integration with Other Applications Integration with Legacy Systems Total Cost Implementation Time Project Facotrs Benefits Risks Goal & Vision Fit Strategic Fitness Local Environmental Requirements System Factors Reliability & Quality User Friendliness...
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...STORY Global Bike Inc. Background and overview of GBI strategy and operations. Product MOTIVATION PREREQUISITES SAP ERP G.B.I. Release 6.04 A general understanding of GBI (the enterprise) prior to embarking on hands-on exercises and case studies in the SAP ERP client is critical for success. None Level Undergraduate Beginner Focus Company Background NOTES None This narrative provides a historical background for how GBI began and an overview of its operations and strategy. This information will be used extensively throughout the curriculum material. Authors Simha Magal Stefan Weidner Version 2.11 © SAP AG CASE STUDY Company History Task Get to know the company’s history. Time 15 min Short Description Read the below narrative to learn about the company’s history. Global Bike Inc. has a pragmatic design philosophy that comes from its deep roots in both the off-road trail racing and long-distance road racing sports. Nearly 20 years ago, its founders designed their first bikes out of necessity—they had races to win and the bikes that were available at the time did not perform to their extremely high standards. So, they took matters into their own hands and built legendary bikes that would outlast and outperform the competition. From these humble origins, Global Bike Incorporated was born and continues to deliver innovative highperformance bicycles to the world’s most demanding riders. Notes ...
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...IS 350 Final exam SAP * System, application, product * SAP ERP Main Business Modules (FI MM CO PP SD HR) * Name of the Company– SAP AG – SAP America – SAP UK * Name of the Software– SAP R/3– SAP Business One– SAP Business Object by Design – SAP Netweaver – SAP HANA SAP Technical Architecture * Three Tier Structure: GUI, Application server, and database server Configuration * The process of tailoring SAP by selecting specific functionality from a list of those supported by the software 6 stage IT implementation models (Cooper & Zmud) 1. Initiation a. Scan organizational problems/opportunities and IT solutions is undertaken 2. Adoption b. Ensure to get organizational backing for implementation of the IT implementation 3. Adaptation c. IT application is installed and organizational process is revised and developed 4. Acceptance d. Organizational members is induced to commit to IT application usage 5. Routinization e. Usage of IT application is encouraged as a normal activity 6. Infusion f. Increased organizational effectiveness is obtained by using the IT application * IT implementation Refers to team’s strategy and actions for successful system and contribution to the organization Is the extent of alignment of the IT and the organization that operates it Cooper & Zmud: Rational behaviors can explain IT implementation in the early stage of the transfer process More...
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...1. Executive Summary Ahorn is a maple syrup company that targets mainly middle and higher class customers around the Finger Lakes region in and New York City. Our company offers the best quality, pure, organic maple syrup that is made from Dutch trees, which are planted on our local farm in Elmira, NY. The maple syrup market is currently fluctuating due to the availability of other sweeteners and the sustainability of production along with the technological changes. However, with the different grades and quality of maple syrup the market has become very competitive. Ahorn, as an organic and the purest maple syrup, has a chance to succeed, especially when consumers tend to care about their health and the environment much more than they used to. This trend has created an industry, in which the demand for maple syrup is increasing but unfortunately the weather conditions and the long growth of maple trees go against the trend. Ahorn will therefore take an advantage of this large demand for maple syrup by positioning itself in the higher end of the market where many consumers look for healthy and environment friendly products. Ahorn Maple Syrup can be consumed by people of all ages because the majority of people enjoy having pancakes for breakfast with a great tasting maple syrup. Our product offers not only a great taste, but also great quality and is a 100% organic product. Our company’s largest competitions in the maple syrup market are Aunt Jemima, Mrs. Butterworth, Eggo and...
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...Who Are the ERP Vendors? Depending on who you talk to, the primary ERP vendors are referred to as BOPSE (BAAN, Oracle, PeopleSoft, SAP, and J.D. Edwards). Other ERP firms include (but are not limited to) Great Plains, Lawson, Platinum, QAD, and Ross and Solomon (see e.g. Keeling 1996; Kersnar and May 1999). For additional information, see PricewaterhouseCoopers (1998). BAAN (www.baan.com) BAAN was founded in the Netherlands in 1978. BAAN's ERP market share is roughly 5% (Stein 1997), and 1998 revenues were roughly $750 million (Bylinsky 1999). BAAN has approximately 3,000 clients in 5,000 sites world-wide. BAAN was thrust into the national ERP software spotlight when they won the Boeing ERP engagement in 1994. The founders recently left BAAN, in part because of irregularities in financial reporting that led to inflated sales figures (Maremont and Rose 1998). Oracle (www.oracle.com) Oracle is the second-largest supplier of software in the world. However, they are perhaps best known for their database system, not their ERP applications. Oracle was founded in 1977 in the United States. Oracle's applications were developed for the U.S. market in 1989 and for the international market in 1993. In 1997, Oracle announced that they were going to market to specific industries tries (Greenberg 1997a) and improve the international characteristics of their software (Greenberg 1997b). In 1997, Oracle's market share was reportedly 10% of the ERP market (see Herrera 1999), and 1998...
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...Technical Advisor by name, contact information, position and responsibility 9. Identify Supervisor by name, contact information, position and responsibility Approvals Mr. Smith Application Development Supervisor Name Department Signature Date Mr. Jones Application Development Technical Advisor Name Department Signature Date Carnegie Mellon Approvals Mel Rosso-Llopart Faculty Advisor (Mentor) Signature Date Mel Rosso-Llopart MSIT-SE Director Signature Date MSIT Project Proposal – Example 2 1. Executive Summary of Effort SAP (which stands for Systems Applications and Products in Data Processing) is the ERP (Enterprise Resource Planning) package that is used by all of the Wireline facilities in North America. The SAP Business Connector is the integration tool component of the SAP system that allows the ERP application to pass transactions between different systems, translating the transaction from the sending system for the receiving system The SAP Business Connector B2B (Business to Business) application was poorly designed. The current application is maintained in Production, because server names and URLs are written into the code. The server names and URLs are different...
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...BUSINESS TO BUSINESS MARKETING by: Prof. Joffi Thomas Case Analysis Note: SAP : Building a Leading Technology Brand Name | Roll number | Bankim Kala | EPGP-06-013 | Sanjib Roy | EPGP-06-061 | T Shravan Kumar | EPGP-06-178 | Prakhar Gupta | EPGP-06-047 | Case Preparation Questions 1) What should SAP stand for? What is its brand promise? Answer: Back in 2000, SAP was the leading enterprise software provider in very major market of the world having 12500 individual customers and 25000 software installations. However, it was losing the battle of perception having been perceived as being left out of the E-Business boom of 2000’s. Primary reason for the same was that this was a product driven company and did not devote many resources to marketing and branding. In contrast, SAP should be a market driven company and should stretch itself by communicating its success stories with customers, stakeholders, employees as well as competitors. SAP should first realize that Branding is a strategy problem and not an advertising problem, so the measures that they took like launching ‘mySAP.com’ are not going to help them in their cause. We would suggest the following three-pronged approach that they should follow in order to make it relevant to its customers as well as clearly convey the value proposition of their products and services: * Brand Awareness: SAP, as a brand, should clearly communicate both the...
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...Maria Giulia Nisii Katarzyna Rybak STRATEGIC MANAGEMENT PROJECT ON SAP AG TABLE OF CONTENTS 1. Executive Summary…………………..…………….……………. Pg 3 2. Description of the Company....……………………..…………….. Pg 5 3. Business Software Industry Analysis…………………………….. Pg 7 4. SAP Internal Analysis……..………………………….………….. Pg 11 5. SAP Competitive Strategy..……………………………………… Pg 15 6. SAP Vertical Integration…………………………………………. Pg 18 7. SAP International Strategy………….……………………………. Pg 20 8. SAP Non-Diversification and Sybase Acquisition……………...... Pg 23 9. SAP Strategic Alliances.………….………………………………. Pg 26 10. Conclusions and Recommendation…………………………........ Pg 28 11. References Section..………………..……………….………..….. Pg 30 1. Executive Summary We are two students of Carlos III University of Madrid and our report purposes were the ones of detecting the main lines of SAP strategy and finding out which were the key success factors for the company. SAP AG is a German multinational software corporation that makes enterprise programs to manage business operations and customer relations. It is one of the largest software companies in the world and is the market leader in enterprise resource planning applications (ERP programs). First of all, to start our research, we identified how the business software industry was looking like to understand the company’s surrounding environment. The industry of e-business is using Information Technology (IT) and the Internet to conduct business in order to operate...
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...Globalization @ SAP Globalization Drives Business SAP Globalization Services Erik Törnqvist, LPM for ERP Financials, Sweden Agenda 1 2 3 4 Globalization @ SAP and Globalization Services Globalization Strategy Internationalization Localization 5 6 7 © Translation Service Offerings Highlights / Case Studies 2012 SAP AG. All rights reserved. 2 Agenda 1 2 3 4 Globalization @ SAP and Globalization Services Globalization Strategy Internationalization Localization 5 6 7 © Translation Service Offerings Highlights / Case Studies 2012 SAP AG. All rights reserved. 3 Business Trends That Foster SAP’s Value Proposition 1 Customers don’t want a product, they want to get a job done. 2 Growing speed and scope of global change. SAP offers the best solution portfolio to leverage these trends. With SAP, companies are ready for: Innovation at the speed of each business Transformation from built-to-last enterprises to built-to-adapt business networks Performance optimization closed loop from strategy to execution and back again The challenges of a globalized economy © 2012 SAP AG. All rights reserved. 4 Globalization @ SAP Facts and Figures Globalization is a key differentiator for SAP in a competitive market Global customer base in >140 countries > 60 country version covering legal requirements delivered 39 languages delivered for various solutions ~ 1100 persons are working on globalization topics Strong commitment to customers ...
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...ACKNOWLEDGEMENT I am very grateful to Allah who blessed me the strength and courage to stand by the difficulties that came in the way and who enabled me to complete this project effectively. As plants cannot grow without seeds, birds cannot fly without wings. Similarly knowledge cannot be attained without proper direction and supervision. We are, therefore, also thankful to our respected teacher Mr.Rashadul Rahman, because of whose generous co-operation and help, the accomplishment of this Project became possible. i Executive Summary This project is about to study any one of companies and one of that company’s product according to marketing management perspective. In this project I have studied the different techniques of marketing that are used by company, from identifying the needs wants and demands of their product among the people, and how company developed the customer oriented marketing strategies, that are how they have done segmentation ,target marketing and positioning of their product. The strategies of 4p’s of marketing by that company on the product and strategies of maintaining profitable and long term relationship with their potential customers. I studied the strategies of social responsibility by the company, how company promotes the product with in the targeted customers and common people by promoting the interest of their potential customers. At the end I have studied the swot and pest analysis of the company and conclusion and recommendations...
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...Enterprise Resource Planning - Facts, Benefits and Critical Elements for a Successful Implementation in Small Manufacturing Company Azhanorhisam Che Din 1. Introduction Imagine a world without technology, and imagine a company without Enterprise Resources Planning (ERP). Perhaps we can still survive without technology, but without ERP, a company may fail to remain competitive as they fail to respond quickly to new practices and procedures. Indeed, a company who quest for competitive advantage in this era of intense competition where business entities compete for innovation, expanding customer’s expectation and internationalization of markets, a company regardless of their size must have a reliable ERP to support them. ERP has proven to be an effective tool for competitive advantage as ERP help to delivery products of the highest quality on time, as quickly as possible and at the best price. Davenport (1998, p.121) suggests that “ERP appear to be a dream comes true as these software promise the seamless integration of the information flowing through a company. Markus et al. (2000) defines ERP as commercial software package that enable the integration of transaction oriented data and business process throughout an organization. The purpose of this paper is to discuss facts about ERP, its benefits and the critical success factors in ERP implementation especially for small manufacturing companies, which is in this paper, will sometime refer to small and medium-sized enterprises...
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...CIO - Nike Rebounds Page 1 of 8 Features Nike Rebounds Christopher Koch 12 July, 2004 10:54:58 How (and Why) Nike Recovered from Its Supply Chain Diaster Too many Air Garnetts. Too few Air Jordans. Nike lost money, time and a measure of pride when its demand-planning software led it astray. How did it recover? Patience, perseverance and, most important, an understanding of what it was trying to accomplish in the first place READER ROI The limitations of demand-planning software How a robust business plan can insulate tech execs from blame Single-instance strategies in a global environment "I thought we weren't going to talk about i2," growls Roland Wolfram, Nike's vice president of global operations and technology, his eyes flashing at his PR manager with ill-concealed ire. Wolfram, who was promoted in April to vice president and general manager of the Asia-Pacific division, is all Nike. His complexion is ruddy, his lips cracked from working out or working hard, or both. He's casually dressed, but with a typical Nike sharpness to his turtleneck and slacks, a sharpness reflected also in his urgent, aggressive defence of his company - a Nike pride that would seem arrogant were not the company so dominant in its industry. Wolfram calls the i2 problem - a software glitch that cost Nike more than $US100 million in lost sales, depressed its stock price by 20 percent, triggered a flurry of class-action lawsuits, and caused its chairman, president and CEO,...
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...CASE: SM-153 DATE: 08/08/06 SAP AG IN 2006: DRIVING CORPORATE TRANSFORMATION Success can be seductive. It can trick us into focusing too rigidly on long-established patterns of thought. That’s why it is often so tempting to recycle yesterday’s ideas to form the guidelines and dogmas of tomorrow. I hope that we can use the right vision and strategy to avoid this trap. ⎯Henning Kagermann, CEO, SAP AG INTRODUCTION On a windy April evening in Walldorf, Germany, Henning Kagermann took a sip of his tea and picked up the 60-page document lying on his desk. Several months earlier, Kagermann, CEO of SAP AG, had tasked his Corporate Strategy Group with preparing a strategic analysis, informally nicknamed the “Sun-Tzu document” in deference to the legendary Chinese general. It outlined the strategic opportunities and challenges that SAP should expect to face between 2006 and 2010, and examined the prevailing forces shaping the enterprise software industry in 2006: technological change, consolidation, and shifting customer needs. Kagermann believed that emerging Internet-based technologies and standards known collectively as “Web services” soon would transform the $79.8 billion enterprise software applications industry, in which SAP held the leading market position.1 Although sales of SAP’s existing products had begun to rebound in 2004 after a multi-year slowdown, Kagermann had committed SAP to deploy new Web services-based technology on a massive scale by the end of 2007. (See Exhibit...
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...cost savings that GE needed. This eventually became the largest SaaS implementation of all time, with over 100,000 GE procurement users able to access the same information on over 500,000 global suppliers at anytime, anywhere in the world. The following discussion will focus on other examples of successful SaaS implementations similar to the case of GE. SuccessFactors and Nissan SaaS applications are not only limited to supply chain functions. SaaS can be used to support a wide variety of key business functions and strategies. SuccessFactors, a company that was acquired in 2012 by SAP AG, is focused on providing cloud-based human capital management (HCM) software. SuccessFactors allows a company to better utilize its workforce’s full potential: corporate key objectives are cascaded down to individuals across all levels of the organization, ensuring that individual efforts are aligned with company strategies. Employees and managers monitor and focus on their goals and there is a heightened sense of visibility and accountability in performance evaluation. One company that benefited greatly from this SaaS platform is Nissan North America. Nissan has an aggressive long-term growth strategy and needed to ensure its managers had the tools they needed to track and place the right employees in the right positions. SuccessFactors allowed Nissan the flexibility to create varying metrics tailored to individual departments (i.e. engineers were...
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