Keda
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Case Study
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Keda 's SAP Implementation
Company Overview
Keda Company Logo
Keda was founded in 1992 as a small manufacturer of ceramics machinery in Shunde, China.
At that time, the ceramics industry was mostly dominated by Europe. Hence, Keda modeled its business processes after them and enjoyed rapid growth in China during the 1990s. And so, with a successfully tested and proven business model provided, Keda flourished.
In less than a decade, It became one of the top 500 national machinery manufacturers and a top 10 materials machinery enterprise in the world. It officially became listed in 2002 with a total reported revenue of CNY931 million in 2009.
The Early Years
How did Keda operate? Keda’s business relied on several key business functions such as: * Research and Development (R&D)
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Spent more then CNY45 million to set up a state-of-the-art ceramic engineering R&D testing center for research.
* Purchase * Inventory Management * Production * Logistics * Sales and Marketing
Each of these areas functioned autonomously, resulting in a "free-wheeling" corporate culture where non standard processes were adapted. Problems were hence, solved in an ad-hoc manner resulting in a highly flexible culture within the Company itself.
With this flexibility, Keda managed to achieve a "innovative" reputation among the industry as one of the key leaders in innovative new machinery.
As such, besides concentrating on business, Keda invested a fair amount of money over the years towards R&D on ceramic engineering, supply chain management and human resource management. Establishing itself not only as a leader in market share and revenue of the industry but also a leader as a product and management innovator.
How did Keda earn its money? * Keda’s
Case Study
-------------------------------------------------
Keda 's SAP Implementation
Company Overview
Keda Company Logo
Keda was founded in 1992 as a small manufacturer of ceramics machinery in Shunde, China.
At that time, the ceramics industry was mostly dominated by Europe. Hence, Keda modeled its business processes after them and enjoyed rapid growth in China during the 1990s. And so, with a successfully tested and proven business model provided, Keda flourished.
In less than a decade, It became one of the top 500 national machinery manufacturers and a top 10 materials machinery enterprise in the world. It officially became listed in 2002 with a total reported revenue of CNY931 million in 2009.
The Early Years
How did Keda operate? Keda’s business relied on several key business functions such as: * Research and Development (R&D)
-------------------------------------------------
Spent more then CNY45 million to set up a state-of-the-art ceramic engineering R&D testing center for research.
* Purchase * Inventory Management * Production * Logistics * Sales and Marketing
Each of these areas functioned autonomously, resulting in a "free-wheeling" corporate culture where non standard processes were adapted. Problems were hence, solved in an ad-hoc manner resulting in a highly flexible culture within the Company itself.
With this flexibility, Keda managed to achieve a "innovative" reputation among the industry as one of the key leaders in innovative new machinery.
As such, besides concentrating on business, Keda invested a fair amount of money over the years towards R&D on ceramic engineering, supply chain management and human resource management. Establishing itself not only as a leader in market share and revenue of the industry but also a leader as a product and management innovator.
How did Keda earn its money? * Keda’s