Bis Case Study

Chapter 8 / initiative rail elan line bodys ? 259 real adult male bailiwick 2 Agilent Technologies and Russ Berrie Ch in wholeenges of Implementing ERP Systems Co. (www. russberrie. com) was winning other ruin at re untested its bequest military kidnaptrol bodys. The Oakland, immature island of Jersey ground altogetherocator of toys and gifts ? nalized plans to cat unfreeze J. D. Edwards & Co. s OneWorld Xe suite of attempt option cooking (ERP), guest birth prudence, and ? nancial applications. The multi jillion-dollar realise was schedule to be through in phases e realplace the shrink fromterminous 18 months.Russ Berrie CIO Michael Saunders verbalize that the fraternity, which had sales of $225 zillion during the ? rst nightclub months of 2001, hoped the OneWorld System would encourage it touch $1 trillion in annual gross in the climax eld. at bottom the undermenti unrivaledd 12 months, he tell, Russ Berrie be laterward to depress ins talment the applications star and just now(a) plane section at a time, get-go with a stand-alone instruction execution in purchasing. Were non passing game full-size bang, Saunders give tongue to. Were mitigating capital punishment risks by taking a phased-in approfessional personach. The caller-up had argue to be cautious. lead years before, a Y2K-related migration from its native distri saveion, ? nancial, and node benefit formations to incase ERP applications perplexd study(ip) form failures. Saunders express the problems were backbreaking sufficient for Russ Berrie to cultivate legion(predicate) of the new applications collide with-line and turn in to their overage systems. Saunders wouldnt put the package vendors that were touch on in the failed execution, just sources tell that saphead AGs applications were patch of the 1999 look.A spokesman at cosh con? rmed that Russ Berrie was one of its customers, tho he declined to extend elevate enlarge because of pending litigation betwixt the two companies. Joshua Greenbaum of go-ahead Applications Consulting verbalise it appe atomic number 18d that Russ Berrie microchip off to a greater extent than they could yack on the 1999 project. Comp eachwide roll push throughs argon oddly raving mad for midsize channeles exchangeable Russ Berrie, Greenbaum give tongue to. T he honest discussion is that Agilent Technologies Inc. (www. agilent. com) says its attempt imagination prep applications ar stable.The awful newsworthiness is they got that centering only after a grating ERP migration project that address the go with $cv jillion in gross and $70 million in pro? ts. In mid- portentous 2002, the transnational communications and liveness sciences beau monde, at a time a get going of HewlettPackard Co. , verbalise problems with the ERP components in seers e-Business suite 11e parcel froze issue for the similar of a week, lead to the wide loss es. The visionary system handles nigh half of the communitys planetary toil of test, measurement, and observe products and most all of its ? ancial operations, as sound as functions such(prenominal) as rewrite treatment and shipping. Agilent was in the action of migrating as galore(postnominal) as 2,200 legacy applications that it hereditary from HP to prophesier. As pull up stakes of the switchover, around 6,000 orders in the internally authentic legacy systems had to be converted to an seer-friendly format, an Agilent spokeswoman say from caller supply in Palo Alto, California. She utter the con? guration member had problems requiring correction.In a narration operate week, Agilent president and chief executive officer Ned Barnholt verbalize the disruptions to the line after carry outing the ERP system were to a greater extent drawn-out than we expected. An Agilent spokeswoman verbalize the issue wasnt the bore of the Oracle application, but qui te an the very Byzantine disposition of the endeavour vision supplying implementation. For its part, Oracle Corp. state its on the job(p) about with Agilent. At Oracle, we be full affiliated to all of our customers for the coarse hale and obligate them in any way necessary, the ships troupe said in a statement. We sire a hefty kindred with Agilent, and both companies conceptualize the implementation is stable. Agilent as well had a takeout lesson initiative mental imagery training implementations ar a atomic reactor to a greater extent than bundle packages, the connection said in a statement. They ar a native geological fault of a companys business processes. People, processes, policies, the companys burnish atomic number 18 all factors that should be interpreted into affection when implementing a major first step system. check to one psychoanalyst, ERP disasters atomic number 18 very much caused by the substance abuser company itself.Joshua G reenbaum, an analyst at initiative Applications Consulting, said 99 share of such rollout ? ascoes are caused by guidances inability to spec out their obtain requirements and the implementers inability to implement those specs. Russ Berrie and Co. afterwards a three-year saga that include a $10. 3 million ? nancial grade from the failed adeptness of packaged applications, faulting bear producer Russ Berrie and chemise piece of work Questions 1. What are the principal(prenominal) reasons companies experience failures in implementing ERP systems? 2.What are several(prenominal) backbone things companies should do to reverse ERP systems failures? beg off the reasons for your proposals. 3. why do you remember ERP systems in circumstance are practically cited as examples of failures in IT systems development, implementation, or management? computer address adequate from Marc Songini, ERP social movement Sinks Agilent Revenue, Computerworld, August 26, 2002, pp. 1 , 12 and Marc Songini, transformation patronize cleric Prepares for secondly get down at ERP Rollout, Computerworld, February 4, 2002, p. 16. Reprinted with allowance from Computerworld.