By Group 5 Chirag (9) Gaurav (10) Pradyoth (23) Purva (25)

Company Overview

Founded in 1992 by Lu Qin in ShunDe, China Manufacture ceramic machinery Recognized as a china top 500 manufacturer and top 10 building materials machinery Became a listed company on shanghai stock exchange in 2002 $209 million revenue in 2009 (almost double from 2006) Broad product offering and comprehensive plant design Orders typically high customization low volume and high margins Several key business functions all acting autonomously Freewheeling corporate culture allowed for pursuit of perfection and endless innovation Many innovative products and business innovations

Drivers for ERP

Silo-based model taking a toll on Kedas business performance Disconnected business units equals duplicate tasks, redundancy and heightened costs Little information flow and lack of integration prevented timely strategic decisions To remain a leader Keda needed to continue innovating, but needed to provide information to all departments along the way Also the Chinese governments call computerization in corporations Inventory management difficult because of the diverse product line Low usage and production made it difficult to meet demand The expended product offering caused Keda to build more factories, causing Keda to outgrow it MRP II system. Keda needed to rethink its IT.

Using Cultural Characteristics Appropriately

Power Distance : High

Using top management support to influence managers.

Uncertainty Avoidance : High

Avoiding using a phased out approach to force

employees to shift to new system.

Masculinity : High
Rewarding project team members for the added effort.

Individualism : Low
Having a team based approach to project

implementation.

ERP Implementation Process

Stage
Identify Need for System Vendor Selection

Description

Drivers for ERP system were identified so that Keda could define clear goals that were in line with its overall business strategies A suitable provider of an off-the-shelf solution was selected on the basis of the needs identified above. This selection process involved receiving responses to the request for proposal (RFP), short-listing vendors for presentation and visiting vendors existing client Existing business processes and operations needed to be modified to fit the chosen system. Responsibility for this stage was placed on key users. The ERP modules were configured and customized for Kedas business processes and data needs. This process involved converting and loading data and making changes to process flows The system was tested to see whether it was ready for deployment. Users of the system familiarized themselves with system operations The system went online

Process Redesign

System Implementation System testing & User training System Rollout

Future of ERP at Keda

For Keda
Successful implementation but yet the full potential

of centralized data and processes is to be discovered

Integration of customer relationship management,

business intelligence and supply chain management, optimize decision making.

Challenges of ERP
How such system will allow for flexibilityan ability

to adapt enterprise technology to disruptive business events as they occur.

Cloud ERP