1.ERPprojectsareexpensiveandrisky.

WhydidKedadecideto
embarkonanERPimplementationproject?
Strongcompetitionwithintheindustry
Lackofinternalintegration
PressurefromChinesegovernmentagencies
Lackofinventorymanagement
Suboptimalutilizationofresourcesandfacilities
TheexistingManufacturingResourcePlanning(MRPII)systemdid
notsupportmultiplantoperation
2.WhatarethemajorprocessesofimplementinganofftheshelfERP
system?
Classifythecoreneedsofsystem
ChoosinganERPvendor
Processredesign
Systemimplementation
Systemtesting
Usertraining
Systemrollout
3.LeadershipplaysapivotalroleinthesuccessofERPprojects.
WhichleadershipbestpracticesdidtheKedamanagersengagein?
Zhu,thevicegeneralmanagerensuredalloftheseniormanagers,
includingthedirector,wereinvolvedinthispresentation,negotiation
andselectionprocess.Duringassemblingtheprojectteam,theyinsisted
thetopdogsofthevariousdepartmentsbeinvolved.Thetop
managementsupportwasalsoreflectedintothetoleranceforthe
productiondelayafterERProllout.
4.WhatwerethemainchallengesfacedbyKedaineachstageofits
ERPproject?Whatfactorscontributedtotheprojectssuccessinthe
faceofthesechallenges?

Themainchallenges:
Datapreparation:spentalotoftimetakingstockandrenumbering
stockcodessoastoensuredataaccuracyinthenewsystemTime:the
systemneedstobereplacedassoonaspossiblewiththerapidmultiple
demandgrowth.bigbangimplementationandtheparallelrolloutof
testingandusertraining.Usersresistance
Productiondelay
Thekeysuccessfactors
Topmanagementsupport
Teameffort
Cleardefinestherolesandresponsibilities
Rewardsandpunishments
5.AretheparticularstrategiesadoptedbyKedainitsERPproject
generallyapplicabletoallERPimplementations?
No,theparticularstrategiesadoptedbyKedamaynotbe...