Cisco Systems Inc.: Implementing Erp
Table of Contents
Introduction 2
ERP Implementation Process 3
Implementation Obstacles 8
Implementation Success Level Analysis 9
Suggestions for Improvement 10
Conclusion 10
References 12
Appendix 14
Introduction
To be successful in today's competitive and continuous evolving information technology (IT) market companies must be able to utilise their skills, information and knowledge to the highest efficiency level possible. Utilisation of and control over these factors will aid companies in acquiring and maintaining competitive advantages over others operating in the same competitive IT market. The implementation of an Enterprise Resource Planning (ERP) system would be perfect to suit a business' need for integration of skills, information and knowledge, which reside within the firm. The implementation of an ERP system will increase the speed with which information flows through the company, as a result of the integration of all of an organisation's information system computing (Davenport, 1998).
This case study will discuss the implementation of an ERP system within Cisco's business environment. "Cisco was founded in 1984 by a small group of computer scientists from Stanford University. Their hardware, software, and service offerings are used to create the Internet solutions that make networks possible-providing easy access to information anywhere, at any time" (Cisco, 2008). The company soon became a dominant player in the markets in which it operated. By 1993 the company's new CIO, Pete Solvik, recognised that the company's significant growth perspectives would require the company to change their UNIX-based software package, that supported their core transaction processing, as it would not be able to support Cisco's anticipated growth in core transaction processing.
This paper will continue first with explaining the most important elements in the process through which Cisco decided to choose for an ERP
Introduction 2
ERP Implementation Process 3
Implementation Obstacles 8
Implementation Success Level Analysis 9
Suggestions for Improvement 10
Conclusion 10
References 12
Appendix 14
Introduction
To be successful in today's competitive and continuous evolving information technology (IT) market companies must be able to utilise their skills, information and knowledge to the highest efficiency level possible. Utilisation of and control over these factors will aid companies in acquiring and maintaining competitive advantages over others operating in the same competitive IT market. The implementation of an Enterprise Resource Planning (ERP) system would be perfect to suit a business' need for integration of skills, information and knowledge, which reside within the firm. The implementation of an ERP system will increase the speed with which information flows through the company, as a result of the integration of all of an organisation's information system computing (Davenport, 1998).
This case study will discuss the implementation of an ERP system within Cisco's business environment. "Cisco was founded in 1984 by a small group of computer scientists from Stanford University. Their hardware, software, and service offerings are used to create the Internet solutions that make networks possible-providing easy access to information anywhere, at any time" (Cisco, 2008). The company soon became a dominant player in the markets in which it operated. By 1993 the company's new CIO, Pete Solvik, recognised that the company's significant growth perspectives would require the company to change their UNIX-based software package, that supported their core transaction processing, as it would not be able to support Cisco's anticipated growth in core transaction processing.
This paper will continue first with explaining the most important elements in the process through which Cisco decided to choose for an ERP
References: Avimanyu, D. (2005). Implementing “Customized” ERP in Nine Months and within Budget. ICFAI Business School Research Center. Retrieved 1st May 2008 from: www.ebscohost.com Chaffey, D. & Wood, S. (2005). Business Information Management, Improving Performance using Information systems. Essex: Pearson Education Limited. N/A (2008). Tata Refractories: Another ERP success story. E-Business ExpressComputeronline. Retrieved on 2nd May 2008 from: http://www.expresscomputeronline.com/20040517/ebusiness01.shtml Grover, V., Teng, J., Segers, A.H. & Fielder, K. The influence of information technology diffusion and business process change on perceived productivity: the IS executive 's perspective. Information Management, 1998, Iss. 34, No.3, pp. 141-59. Hong, K. & Kim, Y. (2002). The critical success factors for ERP implementation: an organizational fit perspective. Information & Management, Vol. 40. Olson, D.L Wheatly, M., ERP Training Stinks. CIO Magazine, June 1, 2000, retrieved from the World Wide Web, www.cio.com/archive/060100_erp_content.html. Appendix