Sap Ag and Brady Corporation Redesign
Case Study - Can Brady Corporation Redesign Its Systems for Success?
Executive Summary:
The Brady Corporation is branded as the oldest & the most successful companies in Milwaukee, Wisconsin founded in 1915; and a leader in high performance labels, signs and related industrial safety products.
They have 44 business units that produce and distribute its labels from 47 locations in 20 countries on five continents around the world.
Despite its growing success, the company found it was running into trouble in the mid 1990’s that fear of falling behind with its competitors in the use of Internet to save costs on already –low profit margins.
In 1997, Brandy launched a major Web project; the new digital system was called Web-to-Workbench; which enable customers to be able to design and order their own signs online and the website would automatically forward the new order to its production facility. However problems were encountered; Brady relied heavily on information systems (IS) to support most of its business process, but were antiquated (out of date), & could not communicate with each other.
In February 1999 Hudson’s assess the company could not continue growing because it was “Stymied by an infrastructure that had reached well beyond practical limits” She concluded that the company must overhaul its business process totally to move fully into the digital age. Brady needed to revamp al its system. The goal “business-led Project for the whole company” and not just a software or information technology project was made clear by CFO David Schroeder Brady.
I. Viewpoint
From the Brady’s CEO KATHERINE HUDSON II. Time Context
In year 2000
III. Statement of the Problem
SAP enterprise software was not a good foundation for Brady’s new systems creating problems in various areas of the company. IV. Statement of the Objectives
1. In year 2000, SAP will tie-up with other systems projects 2. In year 2003 upon installation
Executive Summary:
The Brady Corporation is branded as the oldest & the most successful companies in Milwaukee, Wisconsin founded in 1915; and a leader in high performance labels, signs and related industrial safety products.
They have 44 business units that produce and distribute its labels from 47 locations in 20 countries on five continents around the world.
Despite its growing success, the company found it was running into trouble in the mid 1990’s that fear of falling behind with its competitors in the use of Internet to save costs on already –low profit margins.
In 1997, Brandy launched a major Web project; the new digital system was called Web-to-Workbench; which enable customers to be able to design and order their own signs online and the website would automatically forward the new order to its production facility. However problems were encountered; Brady relied heavily on information systems (IS) to support most of its business process, but were antiquated (out of date), & could not communicate with each other.
In February 1999 Hudson’s assess the company could not continue growing because it was “Stymied by an infrastructure that had reached well beyond practical limits” She concluded that the company must overhaul its business process totally to move fully into the digital age. Brady needed to revamp al its system. The goal “business-led Project for the whole company” and not just a software or information technology project was made clear by CFO David Schroeder Brady.
I. Viewpoint
From the Brady’s CEO KATHERINE HUDSON II. Time Context
In year 2000
III. Statement of the Problem
SAP enterprise software was not a good foundation for Brady’s new systems creating problems in various areas of the company. IV. Statement of the Objectives
1. In year 2000, SAP will tie-up with other systems projects 2. In year 2003 upon installation