Erp Implementation at Manco
ERP implementation at MANCO
Enterprise resource planning (ERP) systems are considered to be critical to the success of any business. However, many ERP implementations fail because certain social aspects are ignored. In this case, we narrate the experiences of a company named MANCO (a pseudonym), which realized that there was more to an ERP implementation than the technology itself.
MANCO was founded in 1996 by two engineers who had seen the increasing demand for “high-quality air purification equipment worldwide”. The company started off in the garage of one of the co-founders but had grown to be a large, well-established organization with worldwide sales of more than $25 million by the late 1990s. The company is headquartered in a large city located in the Midwest region of the United States but also has regional offices in other parts of United States and a few subsidiary offices in the United Kingdom, Germany, and Australia. The company sells air purification equipment to commercial customers such as offices, bars, restaurants, bowling alleys, and so on, and also to industrial manufacturers of metal and chemical products. Most of the equipment is manufactured in its primary plant located in the Midwest. MANCO employs mixed-mode manufacturing strategies, including made-to-stock, assemble-to-order, and so on. Over a period of time, the company has earned considerable repute in the air purification equipment market, and the future seemed promising enough for MANCO.
However, in the recent past, things had not seemed to go as the CEO planned. There were growing problems in the organization, which threatened not only its stability but also its very existence. There were increasing customer complaints. The sales department was promising customers delivery dates that were unachievable. It was often booking orders without accurate specifications, which was delaying the engineering design and the actual production of the equipment. There were often errors problems
Enterprise resource planning (ERP) systems are considered to be critical to the success of any business. However, many ERP implementations fail because certain social aspects are ignored. In this case, we narrate the experiences of a company named MANCO (a pseudonym), which realized that there was more to an ERP implementation than the technology itself.
MANCO was founded in 1996 by two engineers who had seen the increasing demand for “high-quality air purification equipment worldwide”. The company started off in the garage of one of the co-founders but had grown to be a large, well-established organization with worldwide sales of more than $25 million by the late 1990s. The company is headquartered in a large city located in the Midwest region of the United States but also has regional offices in other parts of United States and a few subsidiary offices in the United Kingdom, Germany, and Australia. The company sells air purification equipment to commercial customers such as offices, bars, restaurants, bowling alleys, and so on, and also to industrial manufacturers of metal and chemical products. Most of the equipment is manufactured in its primary plant located in the Midwest. MANCO employs mixed-mode manufacturing strategies, including made-to-stock, assemble-to-order, and so on. Over a period of time, the company has earned considerable repute in the air purification equipment market, and the future seemed promising enough for MANCO.
However, in the recent past, things had not seemed to go as the CEO planned. There were growing problems in the organization, which threatened not only its stability but also its very existence. There were increasing customer complaints. The sales department was promising customers delivery dates that were unachievable. It was often booking orders without accurate specifications, which was delaying the engineering design and the actual production of the equipment. There were often errors problems