Wednesday, November 22, 2006

HBR Case Studies that I analyzed today

Vandelay Industries, Inc.
Description:
An ICS consultant considers issues at the start of a full-scale implementation of SAP software for a large client. The enterprise resource planning (ERP) software will integrate previously fragmented business processes and so must be supported by the entire client organization.
Learning Objective:
Discusses ERP basics, pros and cons of process reengineering and standardization, and change management issues.
Subjects Covered:
Change management, Consulting, Data processing, Enterprise systems, ERP, Information systems, Manufacturing strategy, Reengineering, Software.
Setting:
United States; Industrial goods, machinery & equipment industries; Software industry; $8 billion revenues; 30,000 employees; 1996
Sport Obermeyer Ltd.
(The best i've come across)
Description:
The case describes operations at a skiwear design and merchandising company and its supply partner. Introduces production planning for short-life-cycle products with uncertain demand and allows students to analyze a reduced version of the company's production planning problem. In addition, it provides details about information and material flows that allow students to make recommendations for operational improvements, including comparisons between sourcing products in Hong Kong and China.
Learning Objective:
Teaches students how to match supply with demand for products with high demand uncertainty and a globally dispersed supply chain.
Subjects Covered:
Apparel, Demand analysis, Forecasting, International operations, Production planning, Sourcing, Supply chain.
Setting:
United States; Hong Kong; China; Apparel industry; Ski; $32.8 million revenues; 100 employees; 1992
Tektronix, Inc.: Global ERP Implementation
Description:
Reviews Tektronix's implementation of an Enterprise Resource Planning (ERP) solution in all three of its global business divisions. This case tells the story of three implementations, each with its own character and requirements. Tektronix managers needed to synchronize the requirements of each division with the company's overall need to standardize business practices and its desire to adhere to a common business model across the enterprise. Details the difficulty of major business change in a mature business and technical environment.
Subjects Covered:
Electronics, Enterprise systems, ERP, Implementation, Information technology, Reengineering.
Setting:
Northwestern United States; Electronics industry; $2 billion revenues; 1993-1998

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